Exam 77-419 Microsoft SharePoint 2013

Exam 77-419 Microsoft SharePoint 2013

Published: June 28, 2014
Languages: English
Audiences: Information workers
Technology: Microsoft Office 2013 suites
Credit toward certification: MOS

Skills measured
This exam measures your ability to accomplish the technical tasks listed below. The percentages indicate the relative weight of each major topic area on the exam. The higher the percentage, the more questions you are likely to see on that content area on the exam. View video tutorials about the variety of question types on Microsoft exams.

Please note that the questions may test on, but will not be limited to, the topics described in the bulleted text.

Do you have feedback about the relevance of the skills measured on this exam? Please send Microsoft your comments. All feedback will be reviewed and incorporated as appropriate while still maintaining the validity and reliability of the certification process. Note that Microsoft will not respond directly to your feedback. We appreciate your input in ensuring the quality of the Microsoft Certification program.

If you have concerns about specific questions on this exam, please submit an exam challenge.

Create and format content (25–30%)
Navigate the SharePoint hierarchy
Use Quick Launch, use All Site Content, use breadcrumb trails, add content to Quick Launch, use Content and Structure for navigation
Manage lists and libraries
Create lists or libraries, edit properties for new items, enable email notifications on lists or libraries, provide shortcuts to a mobile site URL, manage document templates, manage list views, create alerts on lists or libraries, use ratings, add columns, add content validation, manage column properties
Manage list items
Create new list items, edit content, delete list items or documents, version list items, publish assets, manage existing workflows, upload documents, create and manage announcements, collaborate with Microsoft Office assets (calendars, spreadsheets, web apps)
Manage document sets
Add documents to document sets, create document sets, activate and deactivate document sets

Preparation resources
Manage lists and libraries with many items
Introduction to document sets

Manage SharePoint sites (30–35%)
Manage pages
Create new site pages, use templates, edit and delete existing site pages
Perform administrative tasks on sites and workspaces
Create new sites or workspaces using templates, configure site or workspace structures, configure the Content Organizer, display a list of all user alerts, modify Look and Feel, recover assets (lists, libraries, documents, list items), use document and meeting workspaces, view site web analytics, view detailed reports
Manage Web Parts on a page
Add Web Parts, configure Web Parts, hide or remove Web Parts, export or import Web Parts
Manage content types
Associate content types to lists, extend the columns of content types, create custom content types
Manage users and groups
Create groups, manage groups, manage user access, manage group permissions

Preparation resources
How to: Create a page layout in SharePoint 2013
Configure and deploy Web Parts in SharePoint 2013
Determine permission levels and groups in SharePoint 2013

Participate in user communities (15–20%)
Configure My Site
Add keywords, add colleagues, select themes, configure the Colleague Tracker Web Part, configure RSS feeds, configure My Profile
Collaborate through My Site
Update profile status, share pictures in My Site, manage personal documents, share documents in My Site, browse the organization hierarchy, add Web Parts to My Site
Add tags and notes to content
Add notes to the Note Board for lists or libraries, add tags for lists or libraries, rate items, use tag clouds, review tags on My Site

Preparation resources
Configure My Sites in SharePoint Server 2013
Social and collaboration features in SharePoint 2013

Configure and consume site search results (15–20%)
Perform search administration at the site level
Configure searchable columns, configure list searches, configure site search visibility
View search results
Browse search results, use Best Bet results, use the Refinement Panel, use alerts and RSS feeds with search results, preview documents
Perform advanced searches
Use Boolean operators in searches, use wild cards in searches, use property searches, use phonetic searches, use People Search, use advanced searches

Preparation resources
Manage the search schema in SharePoint Server 2013
Search in SharePoint Server 2013
Plan to transform queries and order results in SharePoint 2013

Who should take this exam?
Candidates for the Microsoft SharePoint 2013 exam should have a sound understanding of the SharePoint environment and the ability to perform all site-level tasks. They should know and demonstrate the correct application of the principle site, library, and list features of SharePoint 2013. Candidates should be able to optimize and customize SharePoint sites to provide structure, solve problems, facilitate collaboration, and enhance productivity. Examples of application include managing list permissions, adding content to Quick Launch, creating team sites, and modifying library views. Candidate roles might include technical support staff, project managers, team leads, department heads, and others.

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74-343 Managing Projects with Microsoft Project 2013

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QUESTION 1
You use Project Professional 2013 to manage a project that has customer-required milestone
completion dates. You need to see graphically that your milestones have slipped beyond your
customer-required dates. What should you add to the project milestones?

A. a Must finish on constraint
B. a finish date
C. a deadline
D. a Finish no later than constraint

Answer: C

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QUESTION 2
You manage a project by using Project Professional 2013. Your project is updated with changes to
the baseline for selected tasks. You back up your project fife before you start your next tracking
cycle. After completing the tracking cycle, you notice that the baseline duration values on some
of the summary tasks are not correct. You need to correct these values before re-entering the
tracking data. You open the backed up version of the project schedule. What should you do next?

A. Manually update the summary tasks with the new duration values.
B. Reset the summary tasks to manual scheduling.
C. Ensure the tasks durations are of the same denomination values. Then reenter the tracking data.
D. Reset the baseline checking the Roll up baselines to all summary tasks option. Then reenter
the tracking data.

Answer: D

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QUESTION 3
You are a program manager. Your project managers use Project Professional 2013 to manage
projects. The project managers want to utilize the same resources across their projects. You need
to combine the projects, as well as the project resources, to see allocations across the projects.
What should you do?

A. Copy and paste all resource assignments into a Master file.
B. Share resources from an external resource pool.
C. Create a Master project and insert subprojects by using Link to project.
D. Open all projects in a new window.

Answer: B

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QUESTION 4
Your company uses Project Standard 2013 to track project progress. You need to accurately
calculate cost performance index (CPI) as a health indicator. Which three actions should you
perform? (Each correct answer presents part of the solution. Choose three.)

A. Ensure there is a value in the Status Date field.
B. Ensure there is a value in the Standard Rate field.
C. Ensure Task Dependencies exist in the schedule.
D. Enter actual progress information.
E. Level resources within available slack.

Answer: ABD

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QUESTION 5
You are a project manager who uses Microsoft Excel 2013. Your company decides to migrate all of
the current projects in Microsoft Excel 2013 to Project Professional 2013. They allow all
employees to spend 8 hours migrating each project plan. Your current and unique project plan
has 462 tasks with duration in days, and resources have been assigned and named. You have a
status meeting in two days. You need to provide your project's information by using Project
Professional 2013. What should you do?

A. Create a new project plan in Project Professional 2013 and use the Gantt Chart Wizard to
import from an Excel Workbook.
B. Rename the Excel file from .xlsx to .mpx, and open it by using Project Professional 2013,
activating the Mapping Excel Workbook feature. Map tasks, durations, and resources
assigned into Microsoft Project fields.
C. Open the Excel File .xlsx directly from Project Professional 2013, which will convert and map
tasks, durations, and resources assigned into Project fields.
D. Create a VBA macro by using the Excel Record Macro feature to import all tasks, durations,
and resources assigned from Excel into your new Project Professional 2013 project plan.

Answer: C

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Are wearables worth the cybersecurity risk in the enterprise?

How should the enterprise address the growing adoption of wearables?

The Internet of Things and wearable technology are becoming more integrated into our everyday lives. If you haven't already, now is the time to begin planning for their security implications in the enterprise.

According to research firm IHS Technology, more than 200 million wearables will be in use by 2018. That's 200 million more chances of a security issue within your organization. If that number doesn't startle you, Gartner further predicts that 30% of these devices will be invisible to the eye. Devices like smart contact lenses and smart jewelry will be making their way into your workplace. Will you be ready to keep them secure even if you can't see them?

According to TechTarget, "Although there haven't been any major publicized attacks involving wearables yet, as the technology becomes more widely incorporated into business environments and processes, hackers will no doubt look to access the data wearables hold or use them as an entry point into a corporate network."

While it's true that IT cannot possibly be prepared for every potential risk, as an industry we need to do a better job of assessing risks before an attack happens. This includes being prepared for new devices and trends that will pose all new risks for our organizations.

How many of us read the news about a new data breach practically every day and have still yet to improve security measures within our own organizations? If you're thinking "guilty," you're not alone. Organizational change can't always happen overnight, but we can't take our eyes off the ball either.

In a 2014 report, 86% of respondents expressed concern for wearables increasing the risk of data security breaches. IT Business Edge suggests, "With enterprise-sensitive information now being transferred from wrist to wrist, businesses should prepare early and create security policies and procedures regarding the use of wearables within the enterprise." Updating policies is a smart move, but the hard part is anticipating the nature and use of these new devices and then following through with implementing procedures to address them. It seems it may be easier said than done.

We all know that wearables pose security challenges, but how do IT departments begin to address them? This can be especially challenging considering that some of the security risks lie on the device manufacturers rather than the teams responsible for securing the enterprise network the technology is connected to. Many wearables have the ability to store data locally without encryption, PIN protection, or user-authentication features, meaning that if the device is lost or stolen, anyone could potentially access the information.

Beyond the data breach threat of sensitive information being accessed by the wrong hands, wearables take it a step further by providing discreet access for people to use audio or video surveillance to capture sensitive information. Is someone on your own team capturing confidential information with their smartwatch? You may not realize it's happening until it's too late.

How can we effectively provide security on devices that appear insecure by design? It seems the safest option is to ban all wearables in the enterprise – there are too many risks associated with them, many of which seemingly cannot be controlled. If this thought has crossed your mind, I may have bad news for you. This isn't really an option for most organizations, especially those looking to stay current in today's fast-paced society. TechTarget's Michael Cobb explains, "Banning wearable technology outright may well drive employees from shadow IT to rogue IT – which is much harder to deal with."

If the threat of rogue IT isn't enough to convince you, also consider that there may very well be real benefits of wearables for your organization. According to Forrester, the industries that will likely benefit from this technology in the short term are healthcare, retail, and public safety organizations. As an example in the healthcare field, Forrester suggests that "the ability of biometric sensors to continually monitor various health stats, such as blood glucose, blood pressure and sleep patterns, and then send them regularly to healthcare organizations for monitoring could transform health reporting." There are many examples for other industries, and the market continues to evolve every day.

It all boils down to this: enterprise wearables present a classic case of risk versus reward. We know there are many security risks, but are the potential rewards great enough to make the risks worthwhile? This answer may vary based on your industry and organization, but chances are there are many real business opportunities that can come from wearable technology.

If you haven't already, it's time to start talking with your teams about what those opportunities are and the best ways to ease the associated risks. As we all know, the technology will move forward with or without us and the ones who can effectively adapt will be the ones who succeed. It's our job to make sure our organizations are on the right side of that equation.

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