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February 13, 2021
 
 

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Citrix 1Y0-371 : Designing Deploying and Managing Citrix XenMobile 10 Enterprise Solutions (CCP-M) Exam

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Test Number : 1Y0-371
Test Name : Designing Deploying and Managing Citrix XenMobile 10 Enterprise Solutions (CCP-M)
Vendor Name : Citrix
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Exam Title : Designing, Deploying and Managing Citrix XenMobile 10 Enterprise Solutions (CCP-M)
Exam ID : 1Y0-371
Exam Duration : 105 minutes
Number of Questions : 67
Passing Score : 66%

- Determine the placement of components in a XenMobile deployment
- Differentiate between mobile platforms and available options on each
- Demonstrate an understanding of the communication flow between components in a XenMobile deployment
- Demonstrate an understanding of certificate requirements in XenMobile (SAML, APNs, root, client, wrapping, etc.)
- Recommend settings for scaling an architecture based on documented best practice
- Determine security requirements based on company needs
- Determine which database configuration to use based on a scenario
- Demonstrate an understanding of MDX policy configuration on communication
- Determine when to configure role-based access control (RBAC)
- Demonstrate an understanding of the requirements for MDX application wrapping
- Configure first-time user install of XenMobile Server through the command-line interface
- Complete the install of XenMobile Server through the console
- Configure settings in NetScaler to enable communication with XenMobile
- Install XenMobile Mail Manager
- Install StorageZones Controller and add on-premise storage
- Configure policies to manage mobile devices
- Configure Delivery Groups
- Configure notifications
- Configure automated actions
- Configure client properties
- Configure access to other resources, including XenApp, XenDesktop and ShareFile
- Configure PKI/client authentication certificates
- Configure MDX policies for Worx applications
- Publish applications
- Enroll mobile device, including installing Worx Home
- Configure XenMobile NetScaler Connector policy mode
- Configure XenMobile Mail Manager, including configuring the database for XenMobile Mail Manager
- Create policies for scheduling connections
- Integrate XenMobile with other Citrix technologies (e.g. NetScaler, Sharefile, XenDesktop/XenApp)
- Wipe, lock, locate and disable devices
- Designate device ownership (corporate vs personal)
- Back up and restore XenMobile
- Upgrade XenMobile components
- Add an additional node to a cluster
- Renew expiring certificates
- Troubleshoot common issues related to Worx applications
- Troubleshoot common issues related to StoreFront and Web Interface Integration
- Troubleshoot common issues related to PKI Integration
- Troubleshoot common issues related to NetScaler, including load balancing, NetScaler Gateway and SSL certificates
- Troubleshoot common issues related to XenMobile device authentication
- Troubleshoot common issues related to iOS, Android and Windows enrollment
- Collect diagnostic info from XenMobile Server, NetScaler and user devices and gather log files for XenMobile, NetScaler, Worx Home and Worx applications
- Troubleshoot common issues with clustering
- Troubleshoot common issues with XenMobile Mail Manager and XenMobile NetScaler Connector
- Troubleshoot common issues with ShareFile
- Systems administration Windows and Hypervisors
- Networking IP addresses, sub-nets, VIPs
- Protocols OSI Layers TCP/IP, SNMP, ActiveSync and HTTP
- IT security standardsFIPS, PKI, SSL, SAML
- Technical components of an enterprise IT infrastructure, including Active Directory, Microsoft SQL Server, IIS, TCP/IP, Firewalls, ActiveSync and Microsoft Exchange server, Microsoft CA, IBM Notes, VPNs and virtualization
- Networking and support challenges for wireless applications
- Client / server and cloud architectures and operations
- Mobile devices- Windows, iOS, Android
- Apple and Windows App Development and Android SDK knowledge
- A Citrix XenMobile 10 Enterprise solution
- At least one major mobile or mobile management solution provider
- Microsoft SQL Server 2008+



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Citrix Designing questions

Are You actually Listening? | 1Y0-371 cheat sheet and real questions

thought in quick The challenge

Senior leaders confront a paradox: they have got access to extra traces of conversation than anyone else has, however the assistance they get is suspect and compromised. Warning indicators are tamped down, key records are ignored, and information sets are given a favorable spin.

The perception

To break out of their information bubbles, leaders deserve to create more advantageous “listening ecosystems.” They must listen without distraction or judgment—in basic terms for comprehension—and create methods and strategies that elevate being attentive to a state of hypervigilance.

The benefits

When leaders listen in focused, attentive, and systematic approaches, they can decide upon up on early indications of hazard, head off skills crises, and recognize glimmers of chance. becoming enhanced listeners, briefly, permits them to do their jobs better.

In 1992 one among us (Kevin) joined Amgen, the realm’s biggest biotechnology business, as its president and chief working officer. Up except then, all Kevin’s key knowledgeable influences—within the U.S. Navy, where he started his career, and then at common electric powered and MCI—had exemplified definite core principles of leadership. His colleagues were assured, employed a command-and-control style of leadership, and made their expectations clear. Kevin adopted that vogue, which came naturally to him and allowed him to rise abruptly on the career ladder. He remembers, “My approach turned into: ‘I’m the best guy within the room. simply let me show that here, within the first 5 minutes.’ i might even interrupt people and inform them what they had been going to inform me, to retailer us time so that they might get to the truly crucial stuff, which turned into me telling them what to do. and i acquired away with it. It labored.”

except it didn’t.

In 2000 Kevin became Amgen’s CEO. In that position he assembled a brand new management team and set the company on a trajectory of rising income and earnings. magazine cowl experiences and different recognition adopted, pushing him into what, in hindsight, he calls the “ego danger zone.” He was much less engaged and became intellectually lazy. The talk in the enterprise, a depended on lieutenant later informed him, was that people should avoid assembly with the boss after three PM, as a result of his consideration waned as the day wore on.

Then a crisis hit. Seven years into his tenure as CEO, a purple-blood-phone stimulant called Epogen, which accounted for a third of Amgen’s gains and turned into believed to be nearly free of side outcomes, changed into flagged in studies suggesting that at greater doses it caused a slightly improved possibility of heart problems for sufferers. The FDA ordered changes in how it become prescribed, which sharply diminished earnings. As profits fell, Kevin had to order the first mass layoff in the business’s history, cutting 14% of its group of workers.

at first he angrily blamed others for the debacle. “i used to be fully in denial,” he recollects. “I had turn into impatient and arrogant, and that i assumed individuals had been going to fix the problem.” however one night Kevin discovered himself sitting on my own in a restaurant in Santa Monica, watching for his daughter and her husband to be part of him for dinner. That infrequent second of quiet supplied time for reflection and ended in an epiphany. He had mishandled the Epogen crisis, he realized, in big part as a result of he become a horrible listener.

Kevin resolved to do superior from that day on. instead of considering of eight issues directly when he become assembly with someone, he could be existing. as a substitute of coming near every conversation as a transactional exchange and chopping americans off and telling them what to do, he would ask for context and counsel. He additionally committed to setting up an everyday cadence of surveys, conversations, and remarks mechanisms designed to open traces of verbal exchange inner and outside the business in order that he may more suitable pick up on early signals of danger and glimmers of opportunity.

For leaders, Kevin realized, the artwork of listening has two key add-ons. One involves listening devoid of distraction or judgment, simply for comprehension. The different involves growing programs and processes that no longer only make listening lively however additionally elevate it on all fronts to a state of hypervigilance. “It’s now not very nearly being attentive to the adult throughout the desk from you,” he says. “It’s being alert to the entire ecosystem wherein you function. signals come to you with varying depth from varying sources—in a comment from an FDA regulator, during conversations with the board, in reports within the press, in anecdotes that you just select up inner the business. The query is: can you listen to it all and separate the signal from the noise?”

Trapped in a Bubble

You received’t discover a direction on listening at many business schools, however’s an important ability for leaders if they hope to counteract the diverse forces that may lull them into believing they comprehend every little thing they deserve to know about what’s happening in their companies. at the core of the problem is a paradox in the lifetime of senior leaders, peculiarly CEOs: They often have access to more traces of communication than anyone else has, but the advice that flows to them is suspect and compromised. Warning alerts are tamped down. Key records are overlooked. statistics sets are given a positive spin. As leaders come to peer this, they could locate themselves staring at the ceiling in the core of the nighttime, wondering, “How can i find out what I deserve to know?”

We’ve committed a lot of time to brooding about that question. Adam has performed in-depth interviews with greater than 600 CEOs and other leaders, throughout which he pressed them to share essentially the most vital instructions they’ve learned about the way to do their job well. Kevin has a deep well of personal experience to draw on, no longer only as a senior government and a CEO but additionally as a professor of method and management at Harvard enterprise faculty and a director on a couple of company boards.

Executives regularly trap themselves in advice bubbles, a result of their overconfidence and out of date ideas about management.

We’ve discovered that listening comprises far more effort than most leaders know. Dozens of problems emerge interior businesses, a few of them with the talents to cripple an enterprise if left unchecked. And however listening capabilities are key to keeping off competencies crises, they're equally essential for making certain that first rate concepts can surface from any place. “You don’t recognize the place the top of the line ideas are going to come back from within the corporation,” says Tim Brown, the govt chair of the design firm IDEO and formerly its CEO for 19 years. “so you’d more advantageous do a pretty good job of promoting them when they come and spotting them once they emerge, and never let people’s positions dictate how influential their concepts are.”

And yet executives commonly entice themselves in suggestions bubbles, a result of their overconfidence and old-fashioned ideas about leadership. They agree with, as Kevin did early in his profession, that they’re a step forward of each person else. Some CEOs tell themselves that the participants of their leadership team are paid handsomely to do their jobs, which includes handling problems so that their boss doesn’t need to. In Lights Out: satisfaction, Delusion, and the autumn of time-honored electric powered, Thomas Gryta and Ted Mann describe how GE’s former CEO, Jeff Immelt, would respond to subordinates who raised doubts about his bold growth pursuits. “You don’t desire it bad ample,” he’d say. That resulted in the phenomenon of “success theater,” through which employees would frame outcomes in ways that avoided hard conversations about issues and simply counseled that every thing was progressing neatly.

Nell Minow, a former principal of the activist-shareholder fund Lens, followed this phenomenon continually during the 1990s, when her company took positions in roughly two dozen groups, including Sears, Reader’s Digest, and Waste administration. “the only defining characteristic of every underperforming business they went after,” she recalls, “turned into that the CEO had walled himself off from any form of skepticism. All these businesses had CEOs who took a giant number of steps to be sure that no one would ever question them or 2nd-guess them.”

In other phrases, they existed in a bubble that averted them from listening smartly.

Seven beneficial Steps

So how can leaders escape of that bubble? here is some pragmatic CEO knowledge for learning to listen extra without problems:

protect against blind spots.

Kelly Grier, the U.S. chair and managing companion and Americas managing companion at Ernst & younger, has long made a dependancy of telling the individuals on her team that they need to maintain her advised. As she puts it, “in case you haven’t created a subculture or an ambiance the place americans think free to problem you as the chief, you're in a extremely perilous region, since you will have blind spots.” Grier offers this message perpetually, now not most effective to her direct reports but additionally to her board of administrators. “you have a responsibility to support me actively work the blind spot,” she tells them. “You’ve obtained to bring the fact forward. They must have that degree of have confidence.”

De-emphasize hierarchy.

When Mark Templeton changed into the president and CEO of Citrix, from 2001 to 2015, he adopted a mantra to make sure that his employees wouldn’t be intimidated by way of titles or rank. “lots of agencies go astray through puzzling where individuals are in the hierarchy with the appreciate they deserve,” he says. “Hierarchy is a fundamental evil of managing complexity, however under no circumstances should have the rest to do with the appreciate that you just provide a person. I referred to that again and again at Citrix and found that it allowed every person within the enterprise, no depend what their title, to consider relaxed sending me an email or arising to me at any time to point whatever out.”

supply permission to share bad information.

When Penny Pritzker, who served as the U.S. secretary of commerce from 2013 to 2017, first met with job candidates, she would have a blunt conversation concerning the hazards of not sharing issues together with her. “i would tell them,” she says, “that in case you wish to get fired, here’s what you should do: First, lie, cheat, or steal. but the other component with a view to get you fired is if in case you have an issue and also you preserve it to yourself. mostly americans simply don’t provide the full photo, as a result of they don’t wish to let you know the stuff you don’t wish to hear. That’s very worrisome to me. You should provide them permission to provide you dangerous news.”

Create an early-warning device.

as the CEO of Aira technologies, Anand Chandrasekher asks his team to observe an easy rule: when you have bad information, textual content me; if you have decent news, share it with me in person. “It’s a human tendency to need to share best good information,” he says. “if you can get a group and a firm no longer to be petrified of dangerous news, both receiving it or delivering it, then which you could build an early warning system. in case you get bad news early, you can react faster, and that reaction time is precious.”

To inspire issue-solving, well known development.

When Paul Kenward, a managing director of British Sugar, meets with companies of personnel, he'll now and again ask them in regards to the issues they’ve achieved all through the previous 5 years that they’re really pleased with. “they'll inform me,” he says, “and then I say, ‘Now think about we’re collectively 5 years from now. What are they proud of now? What would you basically like to have done or the company to have changed?’” those questions, Kenward says, make it less difficult for americans to talk positively about a problem they’re seeing nowadays. “It’s an easy method, but it’s clever: Ask americans first about what they’re proud to have performed. if you don’t examine the proven fact that we're able to exchange issues, americans provide up earlier than they’ve began. And in reality, most organizations have changed a substantial amount of issues. You just should help americans realize that.”

hear without judgment or an agenda.

Joel Peterson, the former chairman of JetBlue Airways and the founding father of Peterson companions, an investment company, says that senior executives may additionally discover it difficult to remain absolutely current in meetings when they have got 10 things on their minds at any given second. but it’s a crucial self-discipline in the event that they are to draw individuals out, he argues, and it requires that you simply take heed to achieve realizing and withhold judgment. “you could’t have an agenda,” Peterson says. “if in case you have your personal agenda while you’re taking note of somebody, what you’re doing is formulating your response rather than processing what the other grownup is saying. You ought to basically be at one with your self. when you've got these riding must sing their own praises or to be heard or whatever, then that sort of overwhelms the technique.” Leaders can support themselves avoid that hazard via reminding themselves of a simple acronym each time they’re listening: WAIT, for “Why Am I speakme?”

Actively are seeking enter.

It’s now not sufficient simply to emphasize that people should still speak up. You also have to make investments time and energy in walking the halls, traveling to manufacturing flora and retailers, conserving usual town halls, and meeting with smaller businesses from a lot of departments and ranks. (until the pandemic ends, much outreach will should be finished pretty much, of course.) That will also be time-consuming, nonetheless it’s a core a part of your job as a pacesetter. in case you get stuck in an ivory-tower frame of mind, the hole between your perceptions and the truth of what’s occurring internal your business will grow—that may sluggish momentum and send true skill heading for the exits.

meetings and mp;A classes with large corporations of employees are constructive for reminding people of your approach and for clearing up any misconceptions. however leaders can additionally use those classes to opt for up on signals about rising issues and alternatives and then deploy constructive strains of questioning to inspire employees to share some thing’s on their minds.

A Listening Ecosystem

One key to fitting a much better listener as a leader is to create a “listening ecosystem” for your self. That’s what Kevin did all through his later years at Amgen. He would get a quarterly document from his team on important news from competitors, so that he could be taught from the challenges they had been dealing with; then he would ask questions about how Amgen was located to tackle those challenges. He broadened his community of sources interior the enterprise and covered the head of Amgen’s family members with its chief regulator, the FDA. For conferences with that person he developed a structured set of questions: “Are they assembly their commitments?” “Is there any one at the FDA who has a nasty opinion of us?” “What’s the next key FDA adventure?” “Is there anything you want to tell me?” Kevin had common conferences with the vp in cost of compliance, to make certain that Amgen’s sales force talked with medical doctors only about the medical consequences of Amgen’s drugs, no longer about what they could mean for the doctors’ backside traces. He developed relationships with factory managers and visited them regularly. He went on rides with his sales reps, asking them between earnings calls about any considerations they could have.

Andrew Zuckerman

In all his listening work, Kevin made sure to center of attention on indicators of opportunity as well as hazard. for example, after Amgen had emerged from the Epogen disaster and became delivering strong growth once again, its stock become now not relocating, in part because the biopharmaceutical business changed into out of favor. Amgen’s leaders and its large shareholders believed that the stock become critically undervalued.

all the way through a protracted dialog, probably the most greatest traders requested Kevin why so many companies in the business carried so little debt. it might were effortless for Kevin to dismiss that query, since the customary wisdom was that businesses mandatory a fortress stability sheet to weather storms created by means of patent expirations or crises just like the one Amgen had just lived via. but as a substitute Kevin listened—and what he heard caused him to make some returned-of-the-envelope calculations later about what it would charge to borrow funds and use it to buy again a significant share of the enterprise’s inventory. pastime prices have been low, and he worked out that the company would nonetheless have a lot of wet-day dollars. “The signal became sudden,” he says, “and it took my being open to it and willing to take a bit of a possibility to behave.”

however act he did. He had Amgen purchase back a great deal of the enterprise at $60 a share, and considering then the inventory has risen more than fourfold. stock buybacks aren't any panacea, of direction; they regularly do little more than drain cash reserves to achieve short-lived inventory bumps. but in this case the buyback proved to be the right circulation at the correct time. Many other drug businesses ended up following Amgen’s lead.

Kevin took other steps to construct his listening ecosystem. He asked Brian McNamee, then his chief human resources officer, to consistently survey the management crew about what they thought of his efficiency. The questions he wanted raised included “What am I doing that you just need me to maintain doing?” “What are the issues that I may still either cease doing or significantly alter?” “What are the things that I may still birth doing or do a lot more of?” and “Is there anything else you need to tell me?” To motivate candor, McNamee would take all the solutions and synthesize them right into a document for Kevin, who in turn would circulate it along to the board for dialogue on its own. (Kevin’s CEO pals notion he become loopy to do this.)

moreover, the annual survey of all Amgen employees protected the question “What do you think of the job that Kevin is doing?” That brought in a whole bunch of responses, which Kevin would read at evening, often with an grownup beverage nearby to support him accept the sometimes blunt comments. Many personnel found him to be a far flung leader, he discovered, so he began spending extra time outside his workplace, speaking to colleagues within the hallways and the cafeteria and conserving greater town hall conferences. “creating listening systems isn't almost passively accepting what comes your approach,” he says. “You ought to create constructions so that americans comprehend you want to hear what they need to say.”

Listening is a multidimensional observe. Leaders need to hear attentively and systematically to steadily enhance a nuanced experience of the nature of their firm.

That means proving to americans that you just’re taking note of them—and Kevin resolved to do this. After a crucial assembly or dialogue with Amgen’s board, as an instance, he would commonly write up a abstract of what had been discussed, acknowledge the board’s input, and lay out the steps he planned to take subsequent. He would ship this document to all of the directors as proof that he had listened, that he revered and understood what that they had stated, and that he had a transparent plan of motion in response. Kevin discovered the follow beneficial in his relationship with the board. “they could then under no circumstances claim you didn't hear them,” he says. “You also get to outline the truth of what came about and are clear on next steps, giving them a chance to disagree or make clear their input.”

Kevin additionally changed the style he listened, attempting to be much greater present and attuned to physique language than he had been before the Epogen disaster. “I slowed down,” he says. “I made time to pay attention.” As a part of that effort, he designed his workplace to look like a living room, and in one-on-one conferences he would always take a seat in a chair faraway from his desk. “i wished to create an ambiance where my direct experiences depended on that they might tell me unhealthy information devoid of getting punished,” he says. “You need to deal with your direct experiences as companions, no longer as subordinates. companions can focus on complicated issues together and are available up with a collaborative most reliable response. I had periodic conversations with them when I simply requested, ‘What’s happening?’ I wouldn’t be rushed. I’d take the strategy of a counselor and teach, now not a decide.”

. . .

Listening is a multidimensional observe. It requires commitment and incessant attention, and leaders cannot live on or thrive of their work until they be trained that basic lesson. but even when they do listen, they deserve to be aware that they can’t take the indicators they decide on up on—good or dangerous—at face price. as an alternative they have to listen so attentively and systematically that they step by step develop a richly nuanced sense of the character of their corporation, its advanced dynamics, and what it seems like to work there.

As Kevin places it, “in case you simply walk round and spot a bunch of smiling faces and say, ‘Gee, everybody looks happy to me,’ you’re no longer listening.”

A edition of this article seemed within the March–April 2021 challenge of Harvard business assessment.

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  MASWALI, MAONI NA MAJIBU WAKATI WA MIKUTANO KATI YA BODI YA TAIFA YA URATIBU WA NGOs NA WADAU WA SEK-
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Mwongozo wa Uratibu wa Mashirika Yasiyo ya Kiserikali Tanzania Bara
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NGO Regulation GN No 685
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