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Vendor : PMI
Exam Code : PgMP
Exam Name : PgMP
Questions and Answers : 342 Q & A
Updated On : November 10, 2017
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PgMP Questions and Answers


QUESTION: 330

Kelly's program is slipping on its schedule. Management is worried that the program will be late and this will cost the organization several thousand dollars in fines and penalties. They've asked Kelly to use a schedule duration compression technique that will help the program finish on time. The technique that Kelly can use, however, should not add costs to the program. What duration compression technique should Kelly use in this instance?

  1. Crash the program
  2. Add lead time to the program
  3. Trim the program scope
  4. Fast track the program

Answer: D


QUESTION: 331

Which of the following is described in the statement given below?
"It serves as the primary input for the Plan Program Stakeholder Management process, as well as for the distribution of program reports and other communication."

  1. Governance plan
  2. Organizational chart
  3. Program scope statement
  4. Stakeholder register

Answer: D


QUESTION: 332

A project manager in your program has estimated the cost of a program to be
$145,000. As the project manager's project comes close to completion, the project manager realizes that he has still $27,876 left in his project budget. He decides to add some additional features to the project's deliverables in an effort to use the remaining budget. These additions will add value to the project and the project customer is likely to enjoy these new features. This is an example of what term?

  1. Gold plating
  2. Value added change
  3. Expert judgment by the project manager
  4. Errors and omissions

Answer: A


QUESTION: 333

A program has a BAC of $1,750,000 and is expected to last two years. The program is currently at the third milestone which represents 35 percent of the program work. As it happens, this program has already spent $620,000 of the budget. Management is concerned that the program may also be slipping on schedule because the program should be forty percent complete by this time. Based on this information which type of performing is present in this scenario?

  1. Cost, because the program has an estimate to complete of $1,151,429.
  2. Cost, because the program has a cost variance of -7,500
  3. Schedule, because theprogram's planned value is only $700,000.
  4. Schedule, because the program has a schedule performance index of .88.

Answer: D


QUESTION: 334

You are the program manager for your organization. Management has asked you to create a document that will capture the stakeholders concerns, perceived threats, and specific objectives about the program and its projects. What document is management asking you to create in this instance?

  1. Business case
  2. Scope statement
  3. Requirements document
  4. Project charter

Answer: B


QUESTION: 335

You are the program manager of the NHQ Program. You are working with your program team to ensure that the work in the program is done accurately and according to scope. You are also reviewing the team inspection process that will need to be done to ensure that the work is being done according to the scope. If the work is found to be defective it will need to be corrected before the program customers can inspect the work. What process are you completing to ensure that the work is done accordingly to scope?

  1. Planning
  2. Scope verification
  3. Quality control
  4. Quality assurance

Answer: D


QUESTION: 336

A new program is being initiated for the HNQ Organization. The program manager is working with the business analyst and management to define several attributes of the program. All of the following are identified during program initiation except for which one?

  1. Program benefits
  2. Link to organizational strategy
  3. Program scope
  4. Program risk

Answer: D


QUESTION: 337

You are the program manager for your organization and are reviewing several proposed change requests for your program. Mary, a stakeholder, who has made a change request is asking why it is taking you so long to review the change. You tell her that you must perform integrated change control to review each change request. What is integrated change control?

  1. It is the review of the impact of the change on the program's triple constraints.
  2. It is the review of the impact of the change on the time, cost, scope, and quality baselines.
  3. It is the review of the impact of the change on the program's Iron Triangle.
  4. It is the review of the impact of the change on the program's knowledge areas.

Answer: D


QUESTION: 338

You are the program manager for your organization. This program will last for two years and has eight projects. The cost of your program is $4 million and there are some risk concerns that may affect the overall cost of the program. Management is concerned with how long it will take the program to reach the management horizon. What is management horizon also known as?

  1. Payback period
  2. Cost-to-benefits ratio
  3. Cost performance index
  4. Return on investment

Answer: A


QUESTION: 339

Mary Anne is the program manager for her organization. In her program there are six projects. One of the projects in her program has been performing well. It is on schedule and has no cost or schedule variances. Mary Anne has decided, however, that her program needs to be terminated. Which one of the following is a likely reason why the project should be terminated?

  1. The program scope has changed.
  2. The project scope has changed from the original intent of the project
  3. The scope is not being met as planned due to scope creep.
  4. The project resources are not completing their project tasks as assigned.

Answer: A


QUESTION: 340

An organization is considering a new program. The business analyst believes that the benefits to the organization would equate to $1,550,000 in five years. If the rate of return for this program is six percent what is the maximum amount the organization should invest in this program?

A. $1,158,250
B. It depends on the internal decision making process. C. $1,550,000
D. $2,074,249

Answer: A


QUESTION: 341

Julie is the program manager of the NHQ Program for her organization and she believes the program is now complete. Julie is closing her program, and she's working with her program sponsor to review the program's deliverables and benefits. Janet, the program sponsor, is very pleased with the program and agrees that the program has met the program scope. What should Julie and the program sponsor do next?

  1. Sign the certificate of program closure
  2. Complete the program's budget
  3. Release the program's resources
  4. Close the constituent projects before closing the program

Answer: A


QUESTION: 342

You are the program manager for your organization and management has asked you to be certain to finalize the lessons learned documentation for your program. When will the lessons learned documentation be created?

  1. Lessons learned are created at each program deliverable.
  2. Lessons learned are created during the program closure.
  3. Lessons learned are created during the program archive.
  4. Lessons learned are in program execution.

Answer: B


PMI PgMP Exam (PgMP) Detailed Information

As a program manager, you’re a senior-level practitioner on the forefront of advancing your organization’s strategic goals. You manage multiple, related projects in a coordinated way, achieving benefits that could not occur if the projects were handled separately.
Your leadership is instrumental. With program management maturity, an organization’s projects are far more successful than without it — 76 percent compared to 54 percent according to our 2015 Pulse of the Profession® report. The Program Management Professional (PgMP)® is a visible sign of your advanced experience and skill and gives you a distinct advantage in employment and promotion.
Apply for PgMP Certification
Review tips, resources and FAQs to help you prepare.
Downloads
Exam Content Outline
Handbook
Who Should Apply?
If you have the proven ability to manage multiple, related projects and navigate complex activities that span functions, organizations, regions or cultures and to align results with organizational goals, then you’re a potential PgMP.
Gain and Maintain Your PgMP
First phase of evaluation is panel review
The certification exam has 170 multiple-choice questions, and you have four hours to complete it.
To maintain your PgMP, you must earn 60 professional development units (PDUs) every three year.
Prerequisites
Secondary degree (high school diploma, associate’s degree or the global equivalent)
6,000 hours of project management experience
10,500 hours of program management experience
Four-year degree
6,000 hours of program management experience
What do I have to do to earn the PgMP?
All candidates must pass two evaluations that include:
Application panel review during which a panel of program managers review your work experience and verify any aspect of your application.
The multiple-choice examination calls upon you to demonstrate your ability to apply your knowledge to a variety of situational or scenario-based questions.
Who are the application reviewers?
A panel of program managers has been appointed to serve as the application reviewers for the PgMP certification. PMI carefully selected members of this panel for their extensive knowledge and expertise in the field of program management. Since PMI appoints these members, there is no formal process available to the public to serve as a volunteer in this capacity. To protect applicants against any potential review bias, PMI will not provide candidate names, demographics, or employment information to the reviewers.
Knowledge and Skills:2
 Analytical skills
 Benefit analysis techniques
 Elements of a project charter
 Estimation tools and techniques
 Strategic management
2 In addition to domain-specific knowledge and skills, these specifications include a set of cross-cutting knowledge
and skills used in multiple domains. The Cross-Cutting Knowledge and Skills list is found in the section on Cross-
Cutting Knowledge and Skills.
.
PMI PMP Examination Content Outline – June 2015
PERFORMANCE DOMAIN II: PLANNING
Domain II Planning – 24%
Task 1 Review and assess detailed project requirements, constraints, and
assumptions with stakeholders based on the project charter, lessons learned,
and by using requirement gathering techniques in order to establish detailed
project deliverables.
Task 2 Develop a scope management plan, based on the approved project scope and
using scope management techniques, in order to define, maintain, and
manage the scope of the project.
Task 3 Develop the cost management plan based on the project scope, schedule,
resources, approved project charter and other information, using estimating
techniques, in order to manage project costs.
Task 4 Develop the project schedule based on the approved project deliverables and
milestones, scope, and resource management plans in order to manage
timely completion of the project.
Task 5 Develop the human resource management plan by defining the roles and
responsibilities of the project team members in order to create a project
organizational structure and provide guidance regarding how resources will
be assigned and managed.
Task 6 Develop the communications management plan based on the project
organizational structure and stakeholder requirements, in order to define and
manage the flow of project information.
Task 7 Develop the procurement management plan based on the project scope,
budget, and schedule, in order to ensure that the required project resources
will be available.
Task 8 Develop the quality management plan and define the quality standards for the
project and its products, based on the project scope, risks, and requirements,
in order to prevent the occurrence of defects and control the cost of quality.
Task 9 Develop the change management plan by defining how changes will be
addressed and controlled in order to track and manage change.
Task 10 Plan for risk management by developing a risk management plan; identifying,
analyzing, and prioritizing project risk; creating the risk register; and defining
risk response strategies in order to manage uncertainty and opportunity
throughout the project life cycle.
.
PMI PMP Examination Content Outline – June 2015
Task 11 Present the project management plan to the relevant stakeholders according
to applicable policies and procedures in order to obtain approval to proceed
with project execution.
Task 12 Conduct kick-off meeting, communicating the start of the project, key
milestones, and other relevant information in order to inform and engage
stakeholders and gain commitment.
Task 13 Develop the stakeholder management plan by analyzing needs, interests, and
potential impact in order to effectively manage stakeholders' expectations
and engage them in project decisions.
Knowledge and Skills:3
 Change management planning
 Cost management planning, including project budgeting tools and
techniques
 Communications planning
 Contract types and selection criteria
 Estimation tools and techniques
 Human resource planning
 Lean and efficiency principles
 Procurement planning
 Quality management planning
 Requirements gathering techniques (e.g., planning sessions, brainstorming,
and focus groups)
 Regulatory and environmental impacts assessment planning
 Risk management planning
 Scope deconstruction (e.g., WBS, Scope backlog) tools and techniques
 Scope management planning
 Stakeholder management planning
 Time management planning, including scheduling tools and techniques
 Workflow diagramming techniques
3 In addition to domain-specific knowledge and skills, these specifications include a set of cross-cutting knowledge
and skills used in multiple domains. The Cross-Cutting Knowledge and Skills list is found in the section on Cross-
Cutting Knowledge and Skills.
.
PMI PMP Examination Content Outline – June 2015
PERFORMANCE DOMAIN III: EXECUTING
Domain III Executing – 31%
Task 1 Acquire and manage project resources by following the human resource and
procurement management plans in order to meet project requirements.
Task 2 Manage task execution based on the project management plan by leading and
developing the project team in order to achieve project deliverables.
Task 3 Implement the quality management plan using the appropriate tools and
techniques in order to ensure that work is performed in accordance with
required quality standards.
Task 4 Implement approved changes and corrective actions by following the change
management plan in order to meet project requirements.
Task 5 Implement approved actions by following the risk management plan in order
to minimize the impact of the risks and take advantage of opportunities on the
project.
Task 6 Manage the flow of information by following the communications plan in
order to keep stakeholders engaged and informed.
Task 7 Maintain stakeholder relationships by following the stakeholder management
plan in order to receive continued support and manage expectations.
Knowledge and Skills:4
 Continuous improvement processes
 Contract management techniques
 Elements of a statement of work
 Interdependencies among project elements
 Project budgeting tools and techniques
 Quality standard tools
 Vendor management techniques
4 In addition to domain-specific knowledge and skills, these specifications include a set of cross-cutting knowledge
and skills used in multiple domains. The Cross-Cutting Knowledge and Skills list is found in the section on Cross-
Cutting Knowledge and Skills.
.
PMI PMP Examination Content Outline – June 2015
PERFORMANCE DOMAIN IV:MONITORING AND CONTROLLING
Domain IV Monitoring and Controlling – 25%
Task 1 Measure project performance using appropriate tools and techniques in order
to identify and quantify any variances and corrective actions.
Task 2 Manage changes to the project by following the change management plan in
order to ensure that project goals remain aligned with business needs.
Task 3 Verify that project deliverables conform to the quality standards established
in the quality management plan by using appropriate tools and techniques to
meet project requirements and business needs.
Task 4 Monitor and assess risk by determining whether exposure has changed and
evaluating the effectiveness of response strategies in order to manage the
impact of risks and opportunities on the project.
Task 5 Review the issue log, update if necessary, and determine corrective actions
by using appropriate tools and techniques in order to minimize the impact on
the project.
Task 6 Capture, analyze, and manage lessons learned, using lessons learned
management techniques in order to enable continuous improvement.
Task 7 Monitor procurement activities according to the procurement plan in order to
verify compliance with project objectives.
Knowledge and Skills:5
 Performance measurement and tracking techniques (e.g., EV, CPM, PERT,
Trend Analysis)
 Process analysis techniques (e.g., LEAN, Kanban, Six Sigma)
 Project control limits (e.g., thresholds, tolerance)
 Project finance principles
 Project monitoring tools and techniques
 Project quality best practices and standards (e.g., ISO, BS, CMMI, IEEE)
 Quality measurement tools (e.g., statistical sampling, control charts, flowcharting,
inspection, assessment)
 Risk identification and analysis techniques
 Risk response techniques
 Quality validation and verification techniques
5 In addition to domain-specific knowledge and skills, these specifications include a set of cross-cutting knowledge
and skills used in multiple domains. The Cross-Cutting Knowledge and Skills list is found in the section on Cross-
Cutting Knowledge and Skills.
.
PMI PMP Examination Content Outline – June 2015
PERFORMANCE DOMAIN V: CLOSING
Domain V Closing – 7%
Task 1 Obtain final acceptance of the project deliverables from relevant stakeholders
in order to confirm that project scope and deliverables were achieved.
Task 2 Transfer the ownership of deliverables to the assigned stakeholders in
accordance with the project plan in order to facilitate project closure.
Task 3 Obtain financial, legal, and administrative closure using generally accepted
practices and policies in order to communicate formal project closure and
ensure transfer of liability.
Task 4 Prepare and share the final project report according to the communications
management plan in order to document and convey project performance and
assist in project evaluation.
Task 5 Collate lessons learned that were documented throughout the project and
conduct a comprehensive project review in order to update the organization's
knowledge base.
Task 6 Archive project documents and materials using generally accepted practices
in order to comply with statutory requirements and for potential use in future
projects and audits.
Task 7 Obtain feedback from relevant stakeholders using appropriate tools and
techniques and based on the stakeholder management plan in order to
evaluate their satisfaction.
Knowledge and Skills:6
 Archiving practices and statutes
 Compliance (statute/organization)
 Contract closure requirements
 Close-out procedures
 Feedback techniques
 Performance measurement techniques (KPI and key success factors)
 Project review techniques
 Transition planning technique
6 In addition to domain-specific knowledge and skills, these specifications include a set of cross-cutting knowledge
and skills used in multiple domains. The Cross-Cutting Knowledge and Skills list is found in the section on Cross-
Cutting Knowledge and Skills.
PMI PMP Examination Content Outline – June 2015
CROSS-CUTTING KNOWLEDGE AND SKILLS
All
Domains Cross-Cutting Knowledge and Skills
 Active listening
 Applicable laws and regulations
 Benefits realization
 Brainstorming techniques
 Business acumen
 Change management techniques
 Coaching, mentoring, training, and motivational techniques
 Communication channels, tools, techniques, and methods
 Configuration management
 Conflict resolution
 Customer satisfaction metrics
 Data gathering techniques
 Decision making
 Delegation techniques
 Diversity and cultural sensitivity
 Emotional intelligence
 Expert judgment technique
 Facilitation
 Generational sensitivity and diversity
 Information management tools, techniques, and methods
 Interpersonal skills
 Knowledge management
 Leadership tools, techniques, and skills
 Lessons learned management techniques
 Meeting management techniques
 Negotiating and influencing techniques and skills
.
PMI PMP Examination Content Outline – June 2015
 Organizational and operational awareness
 Peer-review processes
 Presentation tools and techniques
 Prioritization/time management
 Problem-solving tools and techniques
 Project finance principles
 Quality assurance and control techniques
 Relationship management
 Risk assessment techniques
 Situational awareness
 Stakeholder management techniques
 Team-building techniques
 Virtual/remote team management
Defining the Responsibilities
The first step in developing a certification examination is to define the responsibilities of the
recipients of the credential. It must be known what the individuals who lead and direct projects actually
do on the job before a content-valid test can be developed. A valid examination draws questions from
every important area of the profession and specifies that performance areas (domains) considered more
important, critical, and relevant be represented by more questions on the examination. Defining the role
of individuals leading and directing projects occurs in two major phases: one in which individuals
currently in the role define the responsibilities; the other in which the identified responsibilities are
validated on a global scale.
Beginning in 2014, PMI commissioned a global Role Delineation Study (RDS) for the PMP
credential. The RDS process was led by a steering committee, representing PMI’s Certification
Governance structure. A project task force comprised of project managers was responsible for the
conduct of work on the project, with oversight from the steering committee. The task force represented
diversity in geography, industry, job position, and experience. Project managers were also responsible
for the independent reviews of the work of the task force and piloting the information before surveying a
larger sample of project managers.
Study participants, working under the direction of the Professional Education Service (ProExam),
reached consensus on the performance domains, a broad category of duties and responsibilities that
define the role, as well as the tasks required for competence performance and the knowledge/skills
needed to perform those tasks.
Validating the Responsibilities Identified by the Panelists
In order to ensure the validity of the study and content outline developed by the panels, a survey
requesting feedback on the panel’s work was sent to project management practitioners throughout the
world. Surveys were distributed to thousands of project managers around the world. PMI received a
robust set of responses to the survey, with participants from 96 countries and representing every major
industry. This provided PMI with the statistical significance from which to draw conclusions about the
criticality for competent performance and frequency of the tasks. Practitioners also rated the
knowledge/skills on how essential they were to their work as project managers and when they were
acquired.
Developing a Plan for the Test
Based on respondent ratings, an examination blueprint, clarifying exactly how many questions from
each domain and task should be on the examination, was developed. Those domains and tasks that were
rated as most important, critical, and relevant by survey respondents would have the most questions
devoted to them on the examination.
Results of the study indicated that the 175 scorable questions on the test should be distributed among
the domains as shown in the following table. The remaining 25 questions will be dispersed throughout
the domains as pretest questions and will not count in the candidates’ scores. The pretest items allow
©2015 Project Management Institute, Inc. .
PMI PMP Examination Content Outline – June 2015
PMI to monitor the question performance better, prior to including the questions in the final databank of
test questions.
Domains Percentage of
Items/Domain
1. Initiating 13%
2. Planning 24%
3. Executing 31%
4. Monitoring and Controlling 25%
5. Closing 7%
Total Number of Scored Questions 175
Total Number of Unscored (Pretest)
Questions
Total Number of Questions 200

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Gareth, Gary, Jeff, and Brian are ">PgMP (Program Management Professional)® credentialed through the Project Management Institute (PMI)®. (In fact, that’s how we met, became good friends and collaborators on articles.) We know from personal experience ...

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Top 10 Project Management Training Organizations

kumarravi Project Management, a practice which started doing rounds couple of decades ago is now a part and parcel of our daily lives and has gained a strong foothold in enterprises across the globe. Today, we use project management way of doing things even without realizing. Whether it is planning our household expenses or building a skyscraper, we all use project management every day. The base of project management is all about Initiating, planning, executing, and monitoring controlling, and closing out. Handling project requires some degree of understanding and expertise and will be more likely to get completed with a certified project manager. Project managers get things done and Project Management certifications are the way forward to bag critical projects and expand the scope of your project management career. Below are some of the leading training institutes who provide project management certifications in various project management approaches such as PMP, PRINCE2, PMI-ACP, PMI-RMP, PMI-">PgMP, CAPM, P3O and more. The Top TenXW 2PMStudy
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NEWTOWN SQUARE, Pa., Oct. 1 PRNewswire-USNewswire -- The Program Management Professional (">PgMPSM) credential, the newest in PMI's family of credentials, is being launched today to give program managers an objective measurement of their knowledge, skills and experience. "This new credential from the Project Management Institute broadens in scope how PMI is meeting the needs of industry and the expectations for executive management," said Mark Langley, Chief Operating Officer of PMI. "There has been a growing demand for this level of credential as project management has become even more sophisticated embracing an integrated approach to projects, programs and portfolios. As project and program managers have become more involved with strategy, development, the planning and implementation of multiple projects is critical. The ">PgMP credential assures the project management profession and employers that certified Program Management Professionals have met rigorous standards and are highly qualified." A certified Project Management Professionals (PMP(R)) focuses on the planning and implementation of a specific project, ranging from small to billion dollar projects. Project managers who manage an organizational objective through a group of projects and their shared resources may be managing a program, not a project, and should consider applying for the ">PgMP credential. Having the PMP credential is not a prerequisite for obtaining the ">PgMP credential. Eligible ">PgMP candidates who pass a sequence of three evaluations will be awarded the ">PgMP credential. The three evaluations are an extensive application review by a panel of program managers, a multiple-choice examination and a Multi-rater Assessment (MRA). PMI indicates candidates should expect a time-intensive and rigorous evaluation process. PMI's decision to establish the ">PgMP credential came after extensive discussions with project management practitioners and executives with corporations and organizations in seven countries. Once established, the standards were tested in a pilot program in which 32 certified PMPs participated. "Obtaining the ">PgMP credential has taken a significant effort and required a great deal of focus, but I know how critical the credential is," said pilot participant Brian Grafsgaard, PMP, ">PgMP, director of professional services for Quality Business Solutions (QBS) in Minnetonka, Minnesota, USA. "The ">PgMP is sure to become the international standard for program management professionals, much like the PMP has become the standard for project managers." Candidates interested in applying for the ">PgMP credential can do so on PMI's online certification system. PgMPSupportPMI with questions or for assistance. About PMI With nearly 250,000 members in more than 160 countries, Project Management Institute (PMI) is the leading membership association for the project management profession. PMI is actively engaged in leading the profession by setting professional standards, conducting research and providing access to a wealth of information and resources. PMI also promotes career and professional development and offers certification, networking and community involvement opportunities. For more than 38 years, PMI has advanced the careers of practitioners who have made project management indispensable in achieving business results. For more information, please visit .pmi. SOURCE Project Management Institute


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Details Options Security Fallback Availability Constraints Answer: A, B, C QUESTION: 62 Which three LCMS Objects can have Metadata values assigned to them? (Choose three.) Server Layout Viewer Partition File Manager Theme Answer: B, D, F QUESTION: 63 For which three objects types are custom fields available? (Choose three.) role facility survey workflow curriculum organization QUESTION: 64 What happens when an LMS user tries to delete an equipment category which contains equipment items? It is not possible to delete the category that contains equipment items. The category and all equipment belonging to the category will be deleted. The category will be removed from the Equipment Profiles of all equipment belonging to the category. It depends on whether equipment belonging to the category is being assigned to any session. Answer: D QUESTION: 65 Which three LCMS elements are part of the "interactive" element category? (Choose three.) Drag and Drop Mouseover Element Media Element Survey element Simulation Element Glossary Element Command Element Reference Element Answer: B, D, E QUESTION: 66 In LMSwhich button is available from the Pending Request category? Cancel Historical Requests Defer Email QUESTION: 67 Which settings are included in an LCMS animation layout? (Choose four.) delay order width height speed position duration transition Answer: A, E, F, H Reference: www.outstart.com/producthelp/evolution/2011/index.html?page=topics%2 F75.html QUESTION: 68 If you wanted to allow multiple lines of text as metadata, which 'Edit Type' would you use? 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(Choose all that apply.) install encode archive encrypt compress unencrypt Answer: B, C, E Question: 77 When you configure NFS export settings for a share point, selecting "Map All users to nobody" _. prevents export of any items or contents to any users tell the NFS server to treat every user the same: as nobody tells the NFS server to trust what the client reports for user identification creates a shared user list of valid IP addresses to communicate with via NFS Answer: B Question: 78 Using the Windows service in Server Admin, Mac OS X Server v10.3 can be configured to . (Choose all that apply.) allow Guest access reshare NFS volumes be an Active Directory server be a Primary Domain Controller be a member of a Windows workgroup Answer: A, D, E Question: 79 In Mac OS X Server v10.3, you should enable strict locking when you are sharing a volume over . FTP only AFP only SMB only AFT and FTP AFP and SMB Answer: E Question: 80 Network users often have multiple passwords, a distinct password for each network service they access. Which is NOT a valid way to simplify this situation for users in Mac OS X v10.3? Set up a Kerberos environment on the network. Have users store their login information for different servers in Keychain. Set up a directory service to make user and password information available to all computers. Have users access network servers without authenticating, using the Network icon in the Finder-rather than using the Connect Server command, which requires users to authenticate. Answer: D Question: 81 Which is an appropriate FIRST step when performing a software update on multiple computers That have Mac OS X v10.3? Restart each computer in single-user mode. On one computer, choose Download Checked items from the update menu in Software update. On one computer, choose copy update to multiple computers from the update menu in software update. Copy the Software Update preferences from a computer on which the update has been installed to all the other computers. Answer: B Question: 82 You are in a Terminal window, and your current directory is your home directory. What could you Type to display the contents of the file named my file? Which resides in your home directory? cat My File cat /Myfile cat~MyFile cat./MyFile cat ~/MyFile Answer: A, D, E Question: 83 Which statements are true about Open Directory? Choose all that apply Open Directory is extensible via plug-ins. Open Directory runs on Mac OS X Server only. Open Directory does NOT provide load balancing. You manage Open Directory using Open Directory Assisyant. An Open Directory server can function as a windows Primary Domain Controller. Answer: A, E Question: 84 What does the Console utility do? Displays log files Controls monitor setup. 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