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NEW QUESTION: 1
A. spanning-tree mst vlan 10,20 priority root
B. spanning-tree mstp 1 priority 0
C. spanning-tree mst 1 root primary
D. spanning-tree mst 1 priority 1
E. spanning-tree mstp vlan 10,20 root primary
F. spanning-tree mst 1 priority 4096
Answer: C,F
NEW QUESTION: 2
What is true about an item in Planning status?
A. The item is permanently unavailable for use.
B. The item cannot be used anywhere outside the Item Master and Inventory applications.
C. The item can be selected and used in all applications.
D. The item can be referenced in work order plans, purchase orders, and purchase requisitions.
Answer: B
NEW QUESTION: 3
When analyzing the balance sheet, which of the following is an argument against using LIFO in times of rising prices?
A. Under LIFO, ending inventory will be overstated.
B. Under LIFO, ending inventory is valued at the oldest prices, an unrealistic valuation.
C. Both of these answers are correct.
D. Neither of these answers is correct.
Answer: B
Explanation:
Explanation/Reference:
Explanation:
LIFO values ending inventory at the oldest prices, thus in times of rising prices, inventory will be understated. This results in reporting an unrealistic valuation of the company's inventory.
NEW QUESTION: 4
A project manager of a project that is scheduled to take 18 months to complete announces that the project is in a healthy financial position because, after 6 months, only one-sixth of the budget has been spent. The IS auditor should FIRST determine:
A. if the project budget can be reduced.
B. if the project could be brought in ahead of schedule.
C. if the budget savings can be applied to increase the project scope.
D. what amount of progress against schedule has been achieved.
Answer: D
Explanation:
Cost performance of a project cannot be properly assessed in isolation of schedule performance. Cost cannot be assessed simply in terms of elapsed time on a project. To properly assess the project budget position it is necessary to know how much progress has actually been made and, given this, what level of expenditure would be expected. It is possible that project expenditure appears to be low because actual progress has been slow. Until the analysis of project against schedule has been completed, it is impossible to know whether there is any reason to reduce budget, if the project has slipped behind schedule, then not only may there be no spare budget but it is possible that extra expenditure may be needed to retrieve the slippage. The low expenditure could actually be representative of a situation where the project is likely to miss deadlines rather than potentially come in ahead of time. If the project is found to be ahead of budget after adjusting for actual progress, this is notnecessarily a good outcome because it points to flaws in the original budgeting process; and, as said above, until further analysis is undertaken, it cannot be determined whether any spare funds actually exist. Further, if the project is behind schedule, then adding scope may be the wrong thing to do.
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