Question No 59:
Your network contains an Active Directory domain named contoso.com. The domain contains two member servers named Server1 and Server2. All servers run Windows Server 2012 R2. Server1 and Server2 have the Failover Clustering feature installed. The servers are configured as nodes in
a failover cluster named Cluster1. You configure File Services and DHCP as clustered resources for Cluster1. Server1 is the active node for both clustered resources. You need to ensure that if two consecutive heartbeat messages are missed between Server1 and Server2, Server2 will begin responding to DHCP requests. The solution must ensure that Server1 remains the active node for the File Services clustered resource for up to five missed heartbeat messages. What should you configure?
A. Affinity - None
B. Affinity - Single
C. The cluster quorum settings
D. The failover settings
E. A file server for general use
F. The Handling priority
G. The host priority
H. Live migration
I. The possible owner
J. The preferred owner
K. Quick migration
L. The Scale-Out File Server
Answer: D
Thursday, 30 June 2016
Sunday, 26 June 2016
Microsoft On The Xbox Scorpio And The Death Of Console Generations
I love the Xbox scorpion or hate it, you can not deny that there is something interesting in the video game industry at this time. Microsoft (and Sony as well, but Microsoft is that currently Fielding questions) is out to completely change the concept of generation Xboxes with Scorpion, a device indexed fans who is almost 5 times more powerful than the Xbox One yet designed to sit beside the old machine, playing the same games at a higher resolution, with a kind of VR ability that really has not been detailed yet. It's a bold idea, which has generated much discussion.
Last week, a report from DFC Intelligence excoriated the company to announce the Scorpion so early, saying that the Scorpion would kill the Xbox One S and force Microsoft into the console business. He spoke to the concerns of some people about adapting to this new generation of ecosystems less, but with some pretty strong feelings. Xbox chief operating officer Dave McCarthy spoke to Gamespot recently to meet some of the general concerns people express, and generally seems fully committed to this new idea of a smooth transition.
"Obviously, to hear your comments about our approach influenced Xbox One Xbox One S and has influenced our approach to the overall project Scorpion" he told Gamespot. "So, actually, we do not want either a perfect experience of entering this ecosystem of devices, including Windows 10, if possible. Learn and improve in this area on a regular basis."
"This term of an update is gone. As a player, which is very good," he said. "I know I buy games and game controllers today and use today will work tomorrow on that machine. And that's the big change is not real."
There are some interesting things here and there are concerns. I like the idea of backward compatibility continues, and I think it could bring much more useful for developers and players alike. Moreover, I prefer to see game updates with more computing power rather than just better resolution, and Microsoft will have to be much clearer about how it really works if she wants to get on the same page with consumers. It is a big question mark right now, and the next big test will be what happens when Sony made it possible for your ad. The Neo probably arrive before the scorpion, and does not seem so far to reach the same scale modernization of equipment. So you could test the waters a bit. We'll know more soon.
Last week, a report from DFC Intelligence excoriated the company to announce the Scorpion so early, saying that the Scorpion would kill the Xbox One S and force Microsoft into the console business. He spoke to the concerns of some people about adapting to this new generation of ecosystems less, but with some pretty strong feelings. Xbox chief operating officer Dave McCarthy spoke to Gamespot recently to meet some of the general concerns people express, and generally seems fully committed to this new idea of a smooth transition.
"Obviously, to hear your comments about our approach influenced Xbox One Xbox One S and has influenced our approach to the overall project Scorpion" he told Gamespot. "So, actually, we do not want either a perfect experience of entering this ecosystem of devices, including Windows 10, if possible. Learn and improve in this area on a regular basis."
"This term of an update is gone. As a player, which is very good," he said. "I know I buy games and game controllers today and use today will work tomorrow on that machine. And that's the big change is not real."
There are some interesting things here and there are concerns. I like the idea of backward compatibility continues, and I think it could bring much more useful for developers and players alike. Moreover, I prefer to see game updates with more computing power rather than just better resolution, and Microsoft will have to be much clearer about how it really works if she wants to get on the same page with consumers. It is a big question mark right now, and the next big test will be what happens when Sony made it possible for your ad. The Neo probably arrive before the scorpion, and does not seem so far to reach the same scale modernization of equipment. So you could test the waters a bit. We'll know more soon.
Thursday, 23 June 2016
70-417 Exam Question No 58
Question No 58:
Your network contains an Active Directory domain named contoso.com. The domain contains two member servers named Server1 and Server2. All servers run Windows Server 2012 R2.
Server1 and Server2 have the Failover Clustering feature installed. The servers are configured as nodes in a failover cluster named Cluster1.
You configure File Services and DHCP as clustered resources for Cluster1. Server1 is the active node for both clustered resources.
You need to ensure that if two consecutive heartbeat messages are missed between Server1 and Server2, Server2 will begin responding to DHCP requests. The solution must ensure that Server1 remains the active node for the File Services clustered resource for up to five missed heartbeat messages. What should you configure?
A. Affinity - None
B. Affinity - Single
C. The cluster quorum settings
D. The failover settings
E. A file server for general use
F. The Handling priority
G. The host priority
H. Live migration
I. The possible owner
J. The preferred owner
K. Quick migration
L. The Scale-Out File Server
Answer: D
Your network contains an Active Directory domain named contoso.com. The domain contains two member servers named Server1 and Server2. All servers run Windows Server 2012 R2.
Server1 and Server2 have the Failover Clustering feature installed. The servers are configured as nodes in a failover cluster named Cluster1.
You configure File Services and DHCP as clustered resources for Cluster1. Server1 is the active node for both clustered resources.
You need to ensure that if two consecutive heartbeat messages are missed between Server1 and Server2, Server2 will begin responding to DHCP requests. The solution must ensure that Server1 remains the active node for the File Services clustered resource for up to five missed heartbeat messages. What should you configure?
A. Affinity - None
B. Affinity - Single
C. The cluster quorum settings
D. The failover settings
E. A file server for general use
F. The Handling priority
G. The host priority
H. Live migration
I. The possible owner
J. The preferred owner
K. Quick migration
L. The Scale-Out File Server
Answer: D
Sunday, 19 June 2016
Perverse incentives lie behind Microsoft’s LinkedIn purchase
You have a company that has an enviable, if slowly declining, franchise and a woeful record of executing large-scale acquisitions. What do you do if you want to maximise returns for investors?
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You might think you would run a tight ship, stick to the core business, and try to wring as much money from it as possible. What you wouldn’t obviously do is to find a struggling but stratospherically rated company in an almost unconnected area, then punt tens of billions of dollars on buying it without an evident way of earning returns on that cash.
In which case you are clearly not Satya Nadella, for this latter path is the one that Microsoft’s chief executive has just chosen. Last week, he launched the tech industry’s third-biggest acquisition ever, splashing out more than $26bn on LinkedIn, an unprofitable professional networking site whose income largely comes from recruitment.
It is a strange move for the world’s largest productivity software company. LinkedIn may have a huge network, with 430m registered users. But it is not clear how the business fits together with Microsoft; still less how Mr Nadella can use it to drive the group’s future growth.
True, there is some talk about using LinkedIn’s data scientists to take its new owner deeper into hot areas such as machine learning and artificial intelligence. LinkedIn’s own data cache might help Microsoft to build products that help customers manage customer relationships.
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But it is difficult to see many tangible benefits in terms of additional revenue. That matters when LinkedIn, for all its $3bn turnover, is still losing more than $150m a year.
So why has Mr Nadella elected to roll the dice on such an uncertain endeavour? It is hardly as if he is unaware of the risks involved in large acquisitions. After all, it was the failure of Microsoft’s $7.2bn purchase of Nokia’s smartphone business that persuaded the group’s shareholders to dump his predecessor, Steve Ballmer, giving Mr Nadella his shot at the top job.
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Nor can he fail to recognise the need to nurture Microsoft’s mature if still vastly profitable commercial software franchise, and how that remains the key to its fortunes. Just to give a sense of the unit’s importance, it is worth noting that in just the past two years its operating profit increased by $3.7bn — rather more than LinkedIn’s entire turnover in 2015.
But if Mr Nadella knows all this, there are also powerful temptations pulling him in the opposite direction. These are the lavish equity incentives that investors have heaped upon his plate.
Mr Nadella’s package means he might end up with a stake of between 1.3m and 4m shares over the next five years. What he ends up receiving depends partly on operating factors, but the biggest gearing effect comes if Microsoft’s shareholder returns exceed certain stock market-based targets linked to the S&P 500 index between 2016 and 2021. Hit the jackpot and he could walk away with stock worth more than $200m at the current market price.
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In principle, of course, these incentives do not stop Mr Nadella from maximising cash flows from the commercial software business. In practice, however, they strongly motivate him to find some short-term investment story that will encourage investors to put a very high price on Microsoft’s shares. That means diverting some of those cash flows into high-profile acquisitions such as LinkedIn, or investments in exciting but very uncertain ventures such as Microsoft’s “augmented reality” project, HoloLens.
Mr Nadella is not the only tech company boss to yield to this sort of temptation. Take Yahoo, for instance. Under Marissa Mayer, the internet group spent billions on acquisitions and innovations designed to put rockets under its share price. Yet Yahoo would have done better had it cut these costs back and maximised returns from a search engine business that may have been ex-growth but was still generating $4bn in revenues a year.
Investors need to think harder about the messages that incentive packages send to managers. In Microsoft’s case, these seem designed to encourage Mr Nadella to behave as if he’s running an Apple or a Facebook — tech companies that are at the forefront of consumer innovation. In fact, the business he is leading has more in common with HJ Heinz — the owner of a stable of familiar and highly cash-generative staple brands.
High quality global journalism requires investment. Please share this article with others using the link below, do not cut & paste the article. See our Ts&Cs and Copyright Policy for more detail. .
Finding a way to match the incentive to the task is the next challenge facing investors in a fast maturing tech sector. That may mean getting more bosses to think like Warren Buffett, and rather fewer to approach the task in the manner of a latter-day Steve Jobs.
High quality global journalism requires investment. Please share this article with others using the link below, do not cut & paste the article. See our Ts&Cs and Copyright Policy for more detail.
You might think you would run a tight ship, stick to the core business, and try to wring as much money from it as possible. What you wouldn’t obviously do is to find a struggling but stratospherically rated company in an almost unconnected area, then punt tens of billions of dollars on buying it without an evident way of earning returns on that cash.
In which case you are clearly not Satya Nadella, for this latter path is the one that Microsoft’s chief executive has just chosen. Last week, he launched the tech industry’s third-biggest acquisition ever, splashing out more than $26bn on LinkedIn, an unprofitable professional networking site whose income largely comes from recruitment.
It is a strange move for the world’s largest productivity software company. LinkedIn may have a huge network, with 430m registered users. But it is not clear how the business fits together with Microsoft; still less how Mr Nadella can use it to drive the group’s future growth.
True, there is some talk about using LinkedIn’s data scientists to take its new owner deeper into hot areas such as machine learning and artificial intelligence. LinkedIn’s own data cache might help Microsoft to build products that help customers manage customer relationships.
High quality global journalism requires investment. Please share this article with others using the link below, do not cut & paste the article. See our Ts&Cs and Copyright Policy for more detail. .
But it is difficult to see many tangible benefits in terms of additional revenue. That matters when LinkedIn, for all its $3bn turnover, is still losing more than $150m a year.
So why has Mr Nadella elected to roll the dice on such an uncertain endeavour? It is hardly as if he is unaware of the risks involved in large acquisitions. After all, it was the failure of Microsoft’s $7.2bn purchase of Nokia’s smartphone business that persuaded the group’s shareholders to dump his predecessor, Steve Ballmer, giving Mr Nadella his shot at the top job.
High quality global journalism requires investment. Please share this article with others using the link below, do not cut & paste the article. See our Ts&Cs and Copyright Policy for more detail. .
Nor can he fail to recognise the need to nurture Microsoft’s mature if still vastly profitable commercial software franchise, and how that remains the key to its fortunes. Just to give a sense of the unit’s importance, it is worth noting that in just the past two years its operating profit increased by $3.7bn — rather more than LinkedIn’s entire turnover in 2015.
But if Mr Nadella knows all this, there are also powerful temptations pulling him in the opposite direction. These are the lavish equity incentives that investors have heaped upon his plate.
Mr Nadella’s package means he might end up with a stake of between 1.3m and 4m shares over the next five years. What he ends up receiving depends partly on operating factors, but the biggest gearing effect comes if Microsoft’s shareholder returns exceed certain stock market-based targets linked to the S&P 500 index between 2016 and 2021. Hit the jackpot and he could walk away with stock worth more than $200m at the current market price.
High quality global journalism requires investment. Please share this article with others using the link below, do not cut & paste the article. See our Ts&Cs and Copyright Policy for more detail. .
In principle, of course, these incentives do not stop Mr Nadella from maximising cash flows from the commercial software business. In practice, however, they strongly motivate him to find some short-term investment story that will encourage investors to put a very high price on Microsoft’s shares. That means diverting some of those cash flows into high-profile acquisitions such as LinkedIn, or investments in exciting but very uncertain ventures such as Microsoft’s “augmented reality” project, HoloLens.
Mr Nadella is not the only tech company boss to yield to this sort of temptation. Take Yahoo, for instance. Under Marissa Mayer, the internet group spent billions on acquisitions and innovations designed to put rockets under its share price. Yet Yahoo would have done better had it cut these costs back and maximised returns from a search engine business that may have been ex-growth but was still generating $4bn in revenues a year.
Investors need to think harder about the messages that incentive packages send to managers. In Microsoft’s case, these seem designed to encourage Mr Nadella to behave as if he’s running an Apple or a Facebook — tech companies that are at the forefront of consumer innovation. In fact, the business he is leading has more in common with HJ Heinz — the owner of a stable of familiar and highly cash-generative staple brands.
High quality global journalism requires investment. Please share this article with others using the link below, do not cut & paste the article. See our Ts&Cs and Copyright Policy for more detail. .
Finding a way to match the incentive to the task is the next challenge facing investors in a fast maturing tech sector. That may mean getting more bosses to think like Warren Buffett, and rather fewer to approach the task in the manner of a latter-day Steve Jobs.
Thursday, 16 June 2016
70-417 Exam Question No 57
Question No 57:
Your network contains an Active Directory domain named contoso.com. The domain contains two member servers named Server1 and Server2. All servers run Windows Server 2012 R2. Server1 and Server2 have the Failover Clustering feature installed.The servers are configured as nodes in a failover cluster named Cluster1. You add two additional nodes in Cluster1. You have a folder named Folder1 on Server1 that hosts application datA. Folder1 is a folder target in a
Distributed File System (DFS) namespace. You need to provide highly available access to Folder1. The solution must support DFS Replication to Folder1. What should you configure?
A. Affinity - None
B. Affinity - Single
C. The cluster quorum settings
D. The failover settings
E. A file server for general use
F. The Handling priority
G. The host priority
H. Live migration
I. The possible owner
J. The preferred owner
K. Quick migration
L. The Scale-Out File Server
Answer: E
Your network contains an Active Directory domain named contoso.com. The domain contains two member servers named Server1 and Server2. All servers run Windows Server 2012 R2. Server1 and Server2 have the Failover Clustering feature installed.The servers are configured as nodes in a failover cluster named Cluster1. You add two additional nodes in Cluster1. You have a folder named Folder1 on Server1 that hosts application datA. Folder1 is a folder target in a
Distributed File System (DFS) namespace. You need to provide highly available access to Folder1. The solution must support DFS Replication to Folder1. What should you configure?
A. Affinity - None
B. Affinity - Single
C. The cluster quorum settings
D. The failover settings
E. A file server for general use
F. The Handling priority
G. The host priority
H. Live migration
I. The possible owner
J. The preferred owner
K. Quick migration
L. The Scale-Out File Server
Answer: E
Friday, 10 June 2016
70-417 Exam Question No 56
Question No 56:
Your network contains an Active Directory domain named contoso.com. The domain contains two servers named Server1 and Server2. Both servers have the IP Address Management (IPAM) Server feature installed.
You have a support technician named Tech1. Tech1 is a member of the IPAM Administrators group on Server1 and Server2.
You need to ensure that Tech1 can use Server Manager on Server1 to manage IPAM on Server2.
To which group on Server2 should you add Tech1?
A. WinRMRemoteWMIUsers_
B. IPAM MSM Administrators
C. Remote Management Users
D. IPAM Administrators
Answer: A
Your network contains an Active Directory domain named contoso.com. The domain contains two servers named Server1 and Server2. Both servers have the IP Address Management (IPAM) Server feature installed.
You have a support technician named Tech1. Tech1 is a member of the IPAM Administrators group on Server1 and Server2.
You need to ensure that Tech1 can use Server Manager on Server1 to manage IPAM on Server2.
To which group on Server2 should you add Tech1?
A. WinRMRemoteWMIUsers_
B. IPAM MSM Administrators
C. Remote Management Users
D. IPAM Administrators
Answer: A
Sunday, 5 June 2016
The Story Behind Microsoft's Alcantara Type Cover
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In the process of building the signature type cover, Microsoft USING A synthetic cover Standard type As the basis for its design, the bright area but looking for a Single Material Silver Complementing keyboard is a a. Turn AGO DUE Alcantara, Se Puede How to use the material of two different colors and textures; That's what gives light dappled Signature loose cover his tone and appearance m Two dark gray. During Early Prototyping, also the material had to be REBAJADA Reduce paragraph Do Thickness press and adapted to the contours Keyboard Cover Type. The result m is really the end, really, Beauty Of A surprising.
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The cover Having a supplement Price with a COMPARED Other types of covers But there is a reason This paragraph: alcántara for production in limited quantities alone, and now this: On the other coveted high-end technology and fabless The automaker. It is also a USING whether a mainstream piece of hardware technology as the line of Pro tablet Surface, But there is a reason it behind luxury material special Microsoft: alcántara is resistant like other synthetic materials, and can cope to OSU and regular Repeated Abuse, But Like an aging natural tissue, and a patina COLLECTS Wear Quality As a bag or leather jacket.
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