Cisco 840-423 - Questions & Answers

the customer's go-to-market approach for generating revenue

competitor prices

the organizational structure

the company's budget for marketing products planned for two years in the future

Ask open-ended questions about the organization's priorities and goals.

Ask questions about the IT organization's track record for problem resolution.

Provide an overview of your sales team's reporting structure and metrics.

Ask detailed questions about the process to acquire cloud computing solutions.

Ask an IT stakeholder to inquire with the executive on your behalf.

Brainstorm with the internal team to get feedback from peers.

Ask the executive whether you could join a future staff meeting and present for 15 minutes.

Offer to show the executive a demonstration of the latest security software.

A higher level of politics and uncertainty typically exists with larger initiatives.

The IT department most likely has a higher level of influence as compared to other projects.

The stakeholder analysis 2x2 framework -- interest vs. power -- only works for small scope projects.

It is necessary to assess 90% or more of the stakeholders for an effort.

Discovery should be performed to a lower level of detail than for smaller projects.

Planning for discovery activities may take more effort, but this step is essential.

The project team should be staffed with more subcontractors to keep the costs down.

Request that the customer captures a baseline of needs in advance of your work.

They depict the operating procedures for system management.

They establish a consensus view among customer executives about the organization strategy and major processes.

They decompose the processes for a single department.

They identify the bottlenecks within a customer service process.

They identify operating practices for a single department.

They depict all of the requirements that a customer organization desires (best case).

They convey the most important business elements that are needed to achieve goals in the future.

They should define very detailed needs for the near-term and high-level needs for one or more years out.

Requirements are subjective and viewpoints are fact.

It can be created earlier in a project, as compared to an architectural blueprint.

It focuses on a broader scope than an architectural blueprint.

It shows a path for projects or initiatives that is consistent with the architectural direction.

Requirements are subjective and viewpoints are fact.

Requirements must come from one person.

Requirements state needs and viewpoints are thoughts.

Requirements come from users and viewpoints come from executives.

by validating with the manager's boss

by running a group session

by asking the manager for evidence

by restating the manager's view and asking if you understood correctly