Free Cisco 820-427 Exam Practice Questions & Explanations
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During the planning stage of a large network transformation, the specialist notices that the finance director, whose approval is required for the second phase of funding, has attended none of the workshops and has expressed doubts about the projected savings.
What is the most effective step for the specialist to influence a successful implementation?
Influencing implementation success starts with understanding who the stakeholders are, their level of interest and influence, and what each one values. A high-influence, sceptical stakeholder needs targeted engagement and evidence in his own language, which here means agreed benefits measurement and reporting on realised savings.
B leaves a critical approver unengaged until the moment of decision, which is high risk. C confuses volume of technical information with relevant communication and is likely to disengage a finance stakeholder further. D sacrifices business outcomes to avoid a conversation and undermines the original business case.
An account team builds a business case for a data centre modernisation. All the benefits presented are hard, quantified savings: reduced power consumption, fewer support contracts and lower rack space costs. The team omits benefits such as faster time to launch new services and improved customer experience because they cannot be expressed reliably in currency.
Is the following statement true or false? A credible business case should include only quantifiable financial benefits, because non-financial or soft benefits weaken the case with executive decision makers.
False. A strong business case presents both tangible (quantified, financial) and intangible or soft benefits such as agility, risk reduction, compliance, employee productivity and customer experience. Soft benefits are often the strategic reason an executive approves an investment, and they can frequently be given proxy measures or qualitative ranking. Omitting them understates the value of the proposal; the correct practice is to state them clearly and separate them from the hard financial calculations so the credibility of the numbers is preserved.
Three months into a collaboration deployment, adoption is low. The technology works as designed and the project is on budget, but line-of-business managers say the new tools were 'dropped on them' and staff continue to use old processes.
Which action by the specialist would most improve the likelihood that the project is judged a success?
Project success is measured against business outcomes, not just on-time and on-budget technical delivery. Low adoption is a change management and stakeholder engagement problem. Re-engaging business owners to define adoption measures and delivering training, communications and enablement links the technology to the outcomes the business cares about.
A worsens the problem by forcing change faster. C addresses reliability, which is not the stated issue. D may create compliance without genuine adoption and damages the relationship with line-of-business stakeholders.
A mid-sized manufacturer wants to refresh its branch network. The CFO has frozen capital spending for the year but operating budget is available, and the IT director wants the flexibility to scale bandwidth and licences up or down as plants open and close.
Which consumption and pricing approach best matches this customer's business drivers?
The two stated drivers are avoidance of capital expenditure and elasticity of consumption. Subscription and as-a-service models convert spend into predictable recurring operating expenditure and allow license or capacity quantities to be adjusted as the business changes, which directly addresses both drivers.
A and C are capital-intensive and conflict with the capex freeze. D contradicts the definition of pay-per-use: billing a maximum forecast capacity in advance removes the flexibility and effectively recreates a fixed commitment.
A retail customer's CFO has received a 40-page business case from an account team. She complains that she cannot tell within two minutes whether to fund the project or not, even though the financial modelling is sound.
Which element of the business case structure is most likely missing or poorly written, and what should it contain?
The executive summary is the part of a business case written for decision makers who will not read the full document. It concisely frames the business problem or opportunity, the recommended option (with alternatives considered), quantified benefits and costs, key risks, and the specific decision or funding being requested. A CFO unable to reach a decision quickly indicates a weak executive summary.
B and C are supporting detail, not decision-making content, and a technical device list belongs in a design document rather than a business case. D is correct as a location for detailed financials, but appendices are not what an executive reads first, so an appendix cannot solve the CFO's problem.