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NEW QUESTION: 1
A department in your company has created a new account that is not part of the organization's consolidated billing family. The department has also created a VPC for its workload. Access is restricted by network access control lists to the department's on-premises private IP allocation.
An AWS Direct Connect private virtual interface for this VPC advertises a default route to the company network. When the department downloads data from an Amazon Elastic Compute Cloud(EC2) instance in its new VPC, what are the associated charges?
A. The company pays AWS Direct Connect Data Out charges.
B. The department pays Internet Data Out charges.
C. The department pays AWS Direct Connect Data Out charges.
D. The company pays Internet Data Out charges.
Answer: C
NEW QUESTION: 2
Which codec is supported on the Cisco PVDM2 DSP modules but not on the PVDM3 DSP modules?
A. G.728
B. G.729AB
C. G.729B
D. G.726
E. G.723
Answer: E
Explanation:
All codecs that are supported on the PVDM2 are supported on the PVDM3, except that the PVDM3 does not support
the G.723 (G.723.1 and G.723.1A) codecs. The PVDM2 can be used to provide G.723 codec support or the G.729 codec
can be as an alternative on the PVDM3
Reference:
http://www.cisco.com/c/en/us/td/docs/routers/access/1900/software/configuration/guide/Software_Configuration/
pvdm3_config.html
NEW QUESTION: 3
A project manager of a project that is scheduled to take 18 months to complete announces that the project is in a healthy financial position because, after 6 months, only one-sixth of the budget has been spent. The IS auditor should FIRST determine:
A. what amount of progress against schedule has been achieved.
B. if the project could be brought in ahead of schedule.
C. if the project budget can be reduced.
D. if the budget savings can be applied to increase the project scope.
Answer: A
Explanation:
Cost performance of a project cannot be properly assessed in isolation of schedule performance. Cost cannot be assessed simply in terms of elapsed time on a project. To properly assess the project budget position it is necessary to know how much progress has actually been made and, given this, what level of expenditure would be expected. It is possible that project expenditure appears to be low because actual progress has been slow. Until the analysis of project against schedule has been completed, it is impossible to know whether there is any reason to reduce budget, if the project has slipped behind schedule, then not only may there be no spare budget but it is possible that extra expenditure may be needed to retrieve the slippage. The low expenditure could actually be representative of a situation where the project is likely to miss deadlines rather than potentially come in ahead of time. If the project is found to be ahead of budget after adjusting for actual progress, this is notnecessarily a good outcome because it points to flaws in the original budgeting process; and, as said above, until further analysis is undertaken, it cannot be determined whether any spare funds actually exist. Further, if the project is behind schedule, then adding scope may be the wrong thing to do.