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Question 1.1. (TCO 1) What additional information is contained in .docx
- 1. Question 1.1. (TCO 1) What additional information is contained in the 12-bit extended system ID of a BPDU? (Points : 6) VLAN ID Host address MAC address Port ID Question 2.2. (TCO 1) EIGRP is a _____. (Points : 6) link-state routing protocol proprietary routing protocol protocol that works well in smaller networks statistical routing protocol Question 3.3. (TCO 1) _____ is enabled by default. (Points : 6) STP EtherChannel PortFast VLAN 100 Question 4.4. (TCO 2) How would you describe an EtherChannel implementation? (Points : 6) EtherChannel supports between two to 10 separate links. It increases the chance of a spanning-tree loop. A trunked port can be part of an EtherChannel bundle. EtherChannel operates only at layer 2. Question 5.5. (TCO 2) You have configured EtherChannel . Which command will display the group used? (Points : 6) show interface port-channel3 show etherchannel summary
- 2. show etherchannel port-channel show interface g0/1 etherchannel Question 6.6. (TCO 2) The configuration of which other protocol can affect or cause problems with the EtherChannel configuration? (Points : 6) LACP DTP STP DTP and STP Question 7.7. (TCO 3) _____ is a global organization that certifies the interoperability of 802.11 products from different vendors. (Points : 6) FCC IEEE ITU-R Wi-Fi Alliance Question 8.8. (TCO 3) A(n) _____ is used in enterprise deployments to manage groups of lightweight access points (Points : 6) access point RADIUS authentication server WLAN controller Wireless switch Question 9.9. (TCO 3) Which technology is used to increase the available bandwidth for the wireless network? (Points : 6) MIMO Mixed mode OFDM
- 3. WPS Question 10.10. (TCO 4) Which OSPF state is reached when the network has converged? (Points : 6) Converge Exchange Full Two-Way Question 11.11. (TCO 4) _____ is a link-state routing protocol. (Points : 6) EIGRP OSPF RIPv2 RSTP Question 12.12. (TCO 4) Why would OSPF routing protocol authentication be enabled on a network? (Points : 6) To activate IPsec for IPv6 To share routing information with neighbors in a secure manner To block unauthorized access to the router To activate LACP Question 1.1. (TCO 4) How might one describe OSPF type 5 LSAs? (Points : 6) They are used to update routes between OSPF areas. They are called autonomous system external LSA entries. They are called router link entries. They are used where there is an elected DR in multi-access networks.
- 4. Question 2.2. (TCO 4) How might one describe OSPF type 3 LSAs? (Points : 6) They are used to update routes between OSPF areas. They are called autonomous system external LSA entries. They are called router link entries. They are used where there is an elected DR in multi-access networks. Question 3.3. (TCO 5) EIGRP _____ packets have a need for specific information. (Points : 6) Hello Query Update Reply Question 4.4. (TCO 5) The EIGRP hello packets are sent using the _____ protocol? (Points : 6) TCP reliable RTP UDP unreliable RTP Question 5.5. (TCO 5) What is a benefit of EIGRP? (Points : 6) It is an open standard. Automatic route summarization of all routes Quickly adapts to alternate routes for rapid convergence It does not use loopback addresses. Question 6.6. (TCO 5) A network engineer issues the maximum- paths command to configure load balancing in EIGRP. Which CLI mode is he in? (Points : 6)
- 5. Privileged mode Global configuration mode Router configuration mode Interface configuration mode Question 7.7. (TCO 5) The quad zero static default route _____. (Points : 6) is not used with EIGRP should be configured on the router facing the ISP is distributed for IPv6 with the redistribute IPv6 static command is represented as 0.0.0.0 255.255.0.0 Question 8.8. (TCO 5) _____ is also called the bit bucket. (Points : 6) Loopback Link-Local Null0 interface EIGRP process link Question 9.9. (TCO 6) On Cisco routers, where is the IOS stored? (Points : 6) Flash memory NVRAM ROM tftp server Question 10.10. (TCO 6) What is the tftp server used for? (Points : 6) It allows for management of the router from a remote location. It is required for VPN connectivity for workers who must travel.
- 6. It is used as a backup location for the IOS. It holds the IOS license agreement. 1. (TCO 1) Name the characteristics which would more likely be considered in purchasing an access layer switch, as compared to buying switches that operate at the other layers of the Cisco hierarchical design model. (Points : 14) Question 2.2. (TCO 2) What is a benefit of using the channel- group 2 mode passive interface configuration command? (Points : 14) Question 3.3. (TCO 3) Describe in detail the WiGig standard, in your own words. (Points : 14) Question 4.4. (TCO 4) What is the criteria for selecting the OSPF router ID that uniquely identifies a router in an OSPF domain? Explain the process of selecting the router ID. (Points : 14) 1. (TCO 4) In your own words, list and describe the four steps to implementing multi-area OSPF. (Points : 14) Question 2.2. (TCO 5) What are the three default EIGEP ADs with the source of route. List them in the order of preferred administrative distance with the best AD first. (Points : 14) Question 3.3. (TCO 5) Write all the necessary commands to
- 7. support MD5 authentication of the CHG_Secure keychain with a key string of Pep$R5. You must also include the IOS command prompts in front of the commands. Assume that you are already in global config mode. Rtr1(config) # (Points : 14) YY EE LL MM AA GG CC YY AA NN BB LL AA CC KK
- 8. specific skills in our discussion of how portable a leader’s talents may be. A careful analysis of similarities across industries that might, on the face of it, appear dissimilar – like oil and gas exploration and pharmaceuticals – may provide interesting opportunities for identifying leaders whose skills may be transferable to other industries. Yet we would caution against being too quick to focus on apparent similarities. For exam- ple, the regulatory and intellectual prop- erty environment that governs the oil and gas industry is quite different from the one that influences pharmaceuticals. Taken to an extreme, our argument might seem to imply that leaders can very rarely be effective in an industry
- 9. other than the one in which they are experienced. We would not go so far. We would simply encourage leaders and those who choose them to think hard, as Hackett clearly has, about how the structure of an industry influences the experiences and capabilities of leaders and the extent to which that frame of reference would be valuable in the situ- ation the leader is considering or is being considered for. Eager Sellers and Stony Buyers I applaud John T. Gourville’s application of the psychology of gains and losses to new-product launches in “Eager Sellers and Stony Buyers: Understanding the Psychology of New-Product Adoption” (June 2006). However, I am concerned
- 10. that the author’s conclusion – that con- sumers are three times likelier to over- value an existing offering, while innova- tors are three times likelier to overvalue their new offering – may be an oversim- plification. Anomalies, such as the en- dowment effect and the status quo bias, have both a mean and a distribution. Some customer segments, therefore, will overweight the benefits of an in- cumbent product by a factor of much less than three; that is, they will be more unhappy than the average consumer with the existing products. The focus for innovators, then, should be on the distri- bution rather than the mean: How many consumers would be more amenable than average to the introduction of an
- 11. alternative product? Brad White COO (R)evolution Partners Atlanta What B2B Customers Really Expect In their April 2006 Forethought article, “What B2B Customers Really Expect,” Philip Kreindler and Gopal Rajguru sug- gest that sales managers should hire sales reps on the basis of their product or in- dustry knowledge rather than their inter- personal skills. I couldn’t disagree more. Customers don’t really see what goes into being a high-performing sales rep. They don’t see, or at least don’t appreci- ate, the political maneuvering, informa- tion gathering at various levels, and per- sistence needed to successfully conclude
- 12. large sales. They only notice when the salesperson didn’t know exactly which bolt went where. Knowing all the de- tails about a product is sometimes use- ful for making a sale; knowing how to handle the complexities of a team- or committee-driven sale is always critical. The primary responsibility of any sales manager is to drive sales, not to create some utopian environment in which prospective customers can talk to a prod- uct or industry expert and educate them- selves about an offering before they go and buy it from a sales expert (at an- other company) who knows how to get the documents signed. If the authors want to argue that busi- nesses should spend more of their train-
- 13. ing and development dollars on educat- ing their salespeople about the products, services, and industries they represent, they’ll get no objection from me. We owe it to our customers and our companies to put well-informed representatives at the forefront in our client dealings. But it’s illogical to extrapolate that sentiment into believing sales managers should drastically alter their hiring criteria. J.B. Smith Sales Manager Cary, North Carolina november 2006 “A pointed, powerful critique of the failings of our corporate and investment systems.” John C. Bogle founder and former CEO, The Vanguard Group “ We need grapple with the challenges posed by this provocative book.” Dr. Josh Boger
- 14. President and CEO of Vertex Pharmaceuticals “A fascinating book” The Wall Street Journal Available wherever books are sold, including: www.amazon.com/hbspfall06 www.HBSPress.org Open up to great ideas Harvard Business Review Notice of Use Restrictions, May 2009 Harvard Business Review and Harvard Business Publishing Newsletter content on EBSCOhost is licensed for the private individual use of authorized EBSCOhost users. It is not intended for use as assigned course material in academic institutions nor as corporate learning or training materials in businesses. Academic licensees may not use this content in electronic reserves, electronic course packs, persistent linking from syllabi or by any other means of incorporating the content into course resources. Business licensees may not host this content on learning management systems or use persistent linking or other means to incorporate the content into learning
- 15. management systems. Harvard Business Publishing will be pleased to grant permission to make this content available through such means. For rates and permission, contact [email protected]