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NEW QUESTION: 1
DRAG DROP
You have two tables named UserLogin and Employee respectively.
You need to create a Transact-SQL script that meets the following requirements:
- The script must update the value of the IsDeleted column for the UserLogin table to 1 if the value of the Id column for the UserLogin table is equal to 1.
- The script must update the value of the IsDeleted column of the Employee table to 1 if the value of the Id column is equal to 1 for the Employee table when an update to the UserLogin table throws an error.
- The error message "No tables updated!" must be produced when an update to the Employee table throws an error.
Which five Transact-SQL segments should you use to develop the solution? To answer, move the appropriate Transact-SQL segments from the list of Transact-SQL segments to the answer area and arrange them in the correct order.

Answer:
Explanation:

Explanation:

A TRY block must be immediately followed by an associated CATCH block. Including any other statements between the END TRY and BEGIN CATCH statements generates a syntax error.
References: https://msdn.microsoft.com/en-us/library/ms175976.aspx

NEW QUESTION: 2
An IS auditor observes a weakness in the tape management system at a data center in that some parameters are set to bypass or ignore tape header records. Which of the following is the MOST effective compensating control for this weakness?
A. Offsite storage of tapes
B. Supervisory review of logs
C. Regular back-up of tapes
D. Staging and job set up
Answer: D
Explanation:
If the IS auditor finds that there are effective staging and job set up processes, this can be accepted as a compensating control. Choice B is a detective control while choices C and D are corrective controls, none of which would serve as good compensating controls.

NEW QUESTION: 3
A procurement management plan is a subsidiary of which other type of plan?
A. Project management plan
B. Expected monetary value plan
C. Resource plan
D. Cost control plan
Answer: A
Explanation:
Explanation/Reference:
Explanation:
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1),

Schedule baseline (Section 6.6.3.1), and

Cost baseline (Section 7.3.3.1)

Subsidiary plans include, but are not limited to:
Scope management plan (Section 5.1.3.1),

Requirements management plan (Section 5.1.3.2),

Schedule management plan (Section 6.1.3.1),

Cost management plan (Section 7.1.3.1),

Quality management plan (Section 8.1.3.1),

Process improvement plan (Section 8.1.3.2),

Human resource management plan (Section 9.1.3.1),

Communications management plan (Section 10.1.3.1),

Risk management plan (Section 11.1.3.1),

Procurement management plan (Section 12.1.3.1), and

Stakeholder management plan (Section 13.2.3.1)

12.1.3.1 Procurement Management Plan
Definition: Procurement management plan is a component of the project management plan that describes how a project team will acquire goods and services from outside the performing organization. It describes how the procurement processes will be managed from developing procurement documents through contract closure. The procurement management plan can include guidance for:
Types of contracts to be used;

Risk management issues;

Whether independent estimates will be used and whether they are needed as evaluation criteria;

Those actions the project management team can take unilaterally, if the performing organization has a

prescribed procurement, contracting, or purchasing department;
Standardized procurement documents, if needed;

Managing multiple suppliers;

Coordinating procurement with other project aspects, such as scheduling and performance reporting;

Any constraints and assumptions that could affect planned procurements;

Handling the long lead times to purchase certain items from sellers and coordinating the extra time

needed to procure these items with the development of the project schedule; Handling the make-or-buy decisions and linking them into the Estimate Activity Resources and Develop

Schedule processes; the scheduled dates in each contract for the contract deliverables and coordinating with the schedule development and control processes; Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project

risk;
Establishing the direction to be provided to the sellers on developing and maintaining a work breakdown

structure (WBS);
Establishing the form and format to be used for the procurement/contract statements of work;

Identifying prequalified sellers, if any, to be used; and

Procurement metrics to be used to manage contracts and evaluate sellers.

A procurement management plan can be formal or informal, can be highly detailed or broadly framed, and is based upon the needs of each project.

NEW QUESTION: 4
Your customer will be installing 100 Z1 workstations in a large room. Their current installation is so noisy that the users are complaining they cannot work effectively. How would you describe the approximate noise level these 100 workstations will make?
A. quieter than traffic on a busy road, 80-90 db
B. quieter than a calm room, like a library, 20-30 db
C. quieter than a mosquito, 0 db
D. quieter than a washing machine/dishwasher, 42-53 db
Answer: D
Explanation: