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NEW QUESTION: 1
Your company has a single Active Directory domain. All servers run Windows Server 2008 R2. You install an additional DNS server that runs Windows Server 2008 R2. You need to delete the pointer record for the IP address 10.3.2.127. What should you do?
A. Run the dnscmd /ZoneDelete 127.in-addr.arpa command at the command prompt.
B. Run the dnscmd /RecordDelete 10.in-addr.arpa. 127.2.3 PTR command at the command prompt.
C. Use DNS manager to delete the 127.in-addr.arpa zone.
D. Run the dnscmd /RecordDelete 10.3.2.127 command at the command prompt.
Answer: B

NEW QUESTION: 2
Sie haben eine Azure-Webanwendung mit dem Namen App1, die über zwei Bereitstellungssteckplätze mit den Namen Production und Staging verfügt. Jeder Steckplatz verfügt über die in der folgenden Tabelle angegebenen eindeutigen Einstellungen.

Sie führen einen Slot-Swap durch.
Wie sind die Konfigurationen des Produktions-Slots nach dem Tausch? Wählen Sie zum Beantworten die entsprechenden Optionen im Antwortbereich aus.
HINWEIS: Jede Korrektur ist einen Punkt wert.

Answer:
Explanation:

Erläuterung

Das Austauschen der Slots bedeutet, dass die Ziel-Slot-Website-URL den Quell-Slot-Code mit den Ziel-Slot-Einstellungen ausführt.

NEW QUESTION: 3
HOTSPOT
Scenario
Additional Information
During the initiation stage the Project Manager met with the Marketing Director to find out more about the requirements of the promotional calendar and recorded the following notes:
There has been a reduction in the order numbers at the MNO Manufacturing due in part to the increased marketing activities of its competitors. 10% of customers have not re-ordered in this financial year and staff morale is poor. A number of skilled staff have left as a result and replacement staff have not been recruited due to the reduced operation. If the project is successful, a recruitment campaign will be required to fill the existing staff vacancies and there may be a requirement for additional staff. Operational costs are likely to increase because skilled staff are expensive and difficult to find.
In financial terms, there were a total of 1,500 orders in the last financial year, each with an average profit of (GBP)2k. The Marketing department believes that sending a promotional calendar to our current and prospective customers would increase orders by at least 10% with a minimum of 10 further orders from the list of prospective customers within 12 months from the date of distribution.
The Marketing Director will be funding the project from the business marketing budget. She believes that the effect of a good company image portrayed by a successful calendar would last into a second year. She has forecast the same increase in orders for a second year and predicts that the annual employee satisfaction survey will show a measurable improvement in staff morale.
A number of alternatives were explored, including:
20% discount for all repeat customers - not cost-effective and very short term A promotional calendar as a free Christmas gift - would target current and prospective customers and the benefits would last into a second year A series of television and press advertisements* was too expensive A direct mail shot to all customers - benefit would be short term Creation of an internet website - would not suit all customers
The calendar is seen as the favored option, as long as the company's competitors do not increase their marketing activity. Whilst the Marketing department wants a very high quality, glossy product, the project management team must be aware of the cost this will incur.
Using the Project Scenario and the additional Information provided for this question
-- ---
In the Scenario Booklet, answer the following question.
Lines A to E in the table below consist of an assertion statement and a reason statement. For each line identify the appropriate option, from options A to E, that applies. Each option can be used once, more than once or not at all.

Answer:
Explanation:

NEW QUESTION: 4
Michael Thomas, CFA, is a fixed-income portfolio manager for TFC Investments. As part of his portfolio strategy for the Prosperity Fund, Thomas searches for companies that he expects to be upgraded or downgraded. Those potential upgrades he finds are added to the portfolio or if already in the portfolio are increased in proportion to other holdings before the upgrade takes place. Potential downgrades are sold from the portfolio before the downgrade takes place. Thomas is evaluating his portfolio's current holdings which include several bonds issued by companies in the oil and gas exploration and refining industries.
Year-end rating updates are expected to occur in a few days and Thomas is preparing to adjust his portfolio based on expected changes in credit ratings. He has assembled the following annual data on four of the oil and gas stocks in the portfolio:
Exhibit: 1

Thomas has been discussing his fixed-income strategies with a fellow portfolio manager, Shawna Reese.
Reese has indicated that while his initial approach is good, the overall credit analysis strategy could be improved and has made the following suggestions to Thomas for both the Prosperity Fund and other fixed- income funds he manages:
The current methodology does not consider special issues related to high-yield debt which makes up approximately 5% of the Prosperity Fund. Because most high-yield issuers have such a heavy dependence on short-term debt financing, analysis of the firm's debt structure will be extremely important to determine the priority of claims on the firm's assets as well as what source(s) of funds will be used to repay the principal. In addition, the corporate structure of high-yield issuers must be examined to determine the issuer's access to cash flows generated by its subsidiaries. A simple analysis of the parent's financial ratios will not reveal complicated corporate structures and indebtedness of subsidiaries that may restrict the issuer's ability to obtain the cash flows necessary to service its debt.
The current methodology as applied to the Municipal Opportunities Fund does not include the necessary specialized analysis for municipal securities. Among other items, tax-backed munis must be scrutinized as to the issuer's ability to maintain balanced budgets as well as to ensure that the issue has first priority of claims to revenue from public works projects. Revenue-backed munis require an assessment of the sufficiency of rate covenants to cover expenses and debt servicing of the underlying project as well as the ability for other government entities to access the revenues generated by the enterprise before they are passed on to revenue bondholders.
As part of his portfolio analysis, Thomas also examines yield volatility. Thomas makes the following statements:
Statement 1: Implied yield volatility estimates are based on the assumptions that the option pricing model is correct and that volatility is constant.
Statement 2: Yield volatility has been observed to follow patterns over time that can be modeled and used to forecast future volatility.
He concludes his analysis by comparing the swap rate curve to a government bond yield curve as a benchmark.
Which of the following statements regarding the choice between government bond yield curves and swap rate curves as benchmark yields is most likely correct?
A. Government bond yield curves are preferred because they are based on a more complete set of market yields.
B. The swap yield curve is preferred because swaps reflect similar levels of credit risk.
C. Government bond yield curves are preferred because the lack of a liquid secondary market can distort swap yields compared to government bond yields.
Answer: B
Explanation:
Explanation/Reference:
Explanation:
Market participants typically prefer to use the swap rate curve as a benchmark for the following reasons;
* The availability of swaps and the equilibrium pricing arc only driven by the interaction of supply and demand. It is not affected by technical market factors that can affect government bond yields.
* Swap curves across countries arc also more comparable than sovereign bond yield curves because they reflect similar levels of credit risk, while sovereign bond yield curves also reflect credit risk unique to each country's government bonds.
* The swap curve typically has yield quotes at 11 maturities between 2 and 30 years. The U.S. government bond yield curve typically only has on-che-run issues trading at four maturities between 2 and 30 years.
* . The swap market is not regulated by any government, which makes swap rates across different countries more comparable.
(Study Session 14, LOS 53.d)