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NEW QUESTION: 1
You get complaints from users of several different applications that performance has degraded over time.
These applications run in this configuration:
1. There are three different databases and database instances.
2. Two of the poorly performing applications run in the same Pluggable Database (PDB) in an Oracle 12c multitenant Container Database (CDB) with four PDBs.
3. One of the poorly performing applications runs in a different PDB in the same CDB.
4. One of the poorly performing applications runs in an Oracle 12c non-CDB, which also hosts other applications.
5. You have the Oracle Resource Manager configured for the CDB, all PDBs, and the non-CDB.
6. Each application has a separate consumer group associated with the sessions that are running that application.
A check of wait events for the sessions belonging to these applications shows that the sessions are waiting longer and that there are more sessions from other applications in the same database instance.
You want to avoid scaling up your Database Deployment in Oracle Cloud.
Which three should you check and possibly reconfigure to avoid the need to scale up the Database Deployment?
A. Check the PDB plan for all the PDBs in the CDB, including the PDB that is hosting the two poorly performing applications.
B. Check the shares allocated to all consumer groups in the non-CDB.
C. Check the CDB plan only to configure the shares allocated to the PDB that contains the two poorly performing applications.
D. Check the CDB plan to configure the shares allocated to all PDBs, including the PDB that contains the two poorly performing applications.
E. Check the PDB plan for the PDB that is hosting the two poorly performing applications.
F. Check the shares allocated only to the consumer group in the non-CDB that is used by the poorly performing application.
Answer: A,B,D

NEW QUESTION: 2
Scenario
A financial services organization has undergone a period of rapid expansion. From its operating base it has expanded to serve customers in over 25 countries spread around the globe. There are plans to enter more markets in the next 12 months.
The key stakeholders involved in the global expansion project have briefed the chief information officer (CIO) on the plans. They have identified IT service performance as one of the major threats to the plan.
The CIO has been under pressure from the board due to poor IT service performance in the previous six months. The chief concern has been significant performance variations in network connectivity and communications.
The organization currently has three contracts with different local external suppliers in operating markets supporting three IT network hubs. Whilst the suppliers are all happy to follow local internal IT processes, getting the three to work together on incidents or changes has proved increasingly difficult.
A number of outages have resulted in a blame culture where even the local internal IT departments have been sympathetic to their service providers, resulting in strained relationships between these internal departments at an operational level.
Other issues encountered at one or more locations have included:
Long-term service improvements have been sacrificed in favour of short-term fixes that avoid the

payment of contract penalties by the suppliers
Changes in ownership of the customer relationship by the suppliers

The CIO believes that a lack of communication between suppliers has been the key cause of failures.
All three supplier contracts are due for renewal in the next 12 months. After consultation, a decision to re- tender for network services has been taken by IT, and approved by the CIO and the board of directors.
Refer to the Scenario.
When considering suppliers, which one of the following options would BEST ensure that network issues are addressed in order to meet the needs of the financial services organization?
A. Consideration should be given to entering into a partnership with three local suppliers who have worked together before in similar circumstances. This will ensure both communication and local cultural differences are addressed.
Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues.
The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements.
Suppliers will commit to the use of local IT processes to ensure compliance and good communication.
Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.
B. Consideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established.
Supplier management should have a single, defined point of ownership with local responsibility granted for operational management of issues.
A long-term, risk-reward framework should be mapped out to encourage the supplier to work towards sustainable service improvements instead of shorter-term quick fixes.
A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization.
Implementation of a joint partnership team to initially ensure a smooth transition of the service to the new supplier and to subsequently manage on-going service improvement.
C. Consideration should be given to entering into a partnership with a single supplier where mutual trust and a good relationship can be established.
Supplier management should have a single, defined point of ownership within each country to manage all local operational issues.
A risk-reward framework should be mapped out as an incentive for the supplier to solve local issues.
A strategic alignment should be sought with the supplier where values, goals and cultural fit are similar to that of the financial services organization.
The supplier should set up its own dedicated global account management team to deal with transition and on-going issues by working with local IT support teams.
D. Consideration should be given to re-contracting with the three current local suppliers. There is no suggestion that they are technically incompetent; it appears to be communication and local cultural differences that cause problems.
Supplier management should have a single, defined local point of ownership with responsibility granted for operational management of issues.
The threat of contractual penalties should be removed to encourage suppliers to think longer term about sustainable service improvements.
Communication issues should be addressed by ensuring all incidents are reported to a single global service desk that the financial institution should implement.
Suppliers are to ensure that staff engaged in the contract (in particular the account managers and customer service managers) are fully ITIL trained so they understand and can implement service management best practice disciplines.
Answer: B

NEW QUESTION: 3

Refer to the exhibit.
Avaya Tier 3 support receives a case escalated by Tier 2 where the customer cannot receive incoming calls, but can make calls out successfully. The trace shows that the incoming calls arrive at the Avaya Session Border Controller for Enterprise (SBCE) but fail to get routed into the customer enterprise network.
Based on this information, what is and is not working?
A. The local area network and Avaya Aura Session Manager are working. Avaya Aura Communication Manager is not working.
B. The local area network, Avaya Aura Communication Manager, and Avaya Aura Session Manager are working. SBCE is partially working, but routing may be incorrect.
C. The local area network, Avaya Aura Communication Manager, and Avaya Aura Session Manager are working. SBCE is not working.
D. The local area network, Avaya Aura Communication Manager, and Avaya Aura Session Manager are working. The public network is not working.
Answer: A

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