Questões de Concurso Público TJ-SC 2010 para Analista de Sistemas
Foram encontradas 100 questões
Atenção: A questão se refere ao seguinte texto:
What makes determining the causes of project failure so tough are all of the variables involved. Companies, teams, and projects have different sets of requirements and environmental factors that can influence outcome. Small and seemingly harmless circumstances can be like a "snowball" and bring the whole project to a standstill. "Project failure", however, is not synonymous with "project death". There are varying degrees of failure. The most extreme case, of course, is total project cancellation, and perhaps a few broken windows and bruised egos. But a project can also be considered a failure if it deviates too far from original specifications, doesn't meet key user requirements, and is late or over budget. The list of reasons for project failure is a long one, but we can conclude that the main causes are: setting an overly ambitious project scope, absence of project methodology, lack of support from senior management and poor interpersonal skills.
Adaptado de: CHIN, Paul. Cold Case File: Why Projects Fail. Revista IT Management, 06/05/2003.
Atenção: A questão se refere ao seguinte texto:
Many businesses believe that if they purchase enough equipment, they can create a secure infrastructure. Firewalls, intrusion detection systems and antivirus programs are just some of the tools available to assist in protecting a network and its data. It is important to keep in mind that no product or combination of products will create a secure organization by itself. Security is a process; there is no tool that you can “set and forget”. All security products are only as secure as the people who configure and maintain them. The purchasing and implementation of security products should be only a percentage of the security budget. The employees tasked with maintaining the security devices should be provided with enough time, training, and equipment to properly support the products. Unfortunately, in many organizations security activities are less important than support activities. Highly skilled security professionals are often tasked with help-desk projects such as resetting forgotten passwords, fixing jammed printers, and setting up new employee workstations. For most organizations, the cost of creating a strong security posture is seen as a necessary evil, similar to purchasing insurance. Organizations don’t want to spend the money on it, but the risks of not making the purchase outweigh the costs. Because of this attitude, it is extremely challenging to create a secure organization. The attitude is enforced because requests for security tools are often supported by documents providing the average cost of a security incident instead of showing more concrete benefits of a strong security posture. The problem is exacerbated by the fact that IT professionals speak a different language than management. IT professionals are generally focused on technology. Management is focused on revenue. Concepts such as profitability, asset depreciation, return on investment, and total cost of ownership are the mainstays of management. These are alien concepts to most IT professionals.
Adaptado de: VACCA, John R. Computer and Information Security Handbook. Pg 5.
Analise as afirmativas a seguir e assinale a alternativa correta, de acordo com as ideias apresentadas no texto:
I. Muitas empresas acreditam que não é necessário adquirir equipamentos para criar uma infraestrutura segura.
II. Firewalls, sistemas de detecção de intrusão e programa antivírus são apenas algumas das ferramentas disponíveis para ajudar a proteger uma rede e seus dados.
III. Nenhum produto ou combinação de produtos vai criar uma organização segura por si só.
IV. Para auxiliar na criação de um processo de segurança, existem ferramentas que você pode “configurar e esquecer”.
Atenção: A questão se refere ao seguinte texto:
Many businesses believe that if they purchase enough equipment, they can create a secure infrastructure. Firewalls, intrusion detection systems and antivirus programs are just some of the tools available to assist in protecting a network and its data. It is important to keep in mind that no product or combination of products will create a secure organization by itself. Security is a process; there is no tool that you can “set and forget”. All security products are only as secure as the people who configure and maintain them. The purchasing and implementation of security products should be only a percentage of the security budget. The employees tasked with maintaining the security devices should be provided with enough time, training, and equipment to properly support the products. Unfortunately, in many organizations security activities are less important than support activities. Highly skilled security professionals are often tasked with help-desk projects such as resetting forgotten passwords, fixing jammed printers, and setting up new employee workstations. For most organizations, the cost of creating a strong security posture is seen as a necessary evil, similar to purchasing insurance. Organizations don’t want to spend the money on it, but the risks of not making the purchase outweigh the costs. Because of this attitude, it is extremely challenging to create a secure organization. The attitude is enforced because requests for security tools are often supported by documents providing the average cost of a security incident instead of showing more concrete benefits of a strong security posture. The problem is exacerbated by the fact that IT professionals speak a different language than management. IT professionals are generally focused on technology. Management is focused on revenue. Concepts such as profitability, asset depreciation, return on investment, and total cost of ownership are the mainstays of management. These are alien concepts to most IT professionals.
Adaptado de: VACCA, John R. Computer and Information Security Handbook. Pg 5.
Analise as afirmativas a seguir e assinale a alternativa correta, de acordo com as ideias apresentadas no texto:
I. Os funcionários encarregados de manter os dispositivos de segurança devem ser providos com tempo, treinamento e equipamentos suficientes para manter adequadamente os produtos.
II. A compra e implementação de produtos de segurança deve representar 100% do orçamento de segurança.
III. Em muitas organizações, as atividades de apoio são mais importantes do que as atividades de segurança.
Atenção: A questão se refere ao seguinte texto:
Many businesses believe that if they purchase enough equipment, they can create a secure infrastructure. Firewalls, intrusion detection systems and antivirus programs are just some of the tools available to assist in protecting a network and its data. It is important to keep in mind that no product or combination of products will create a secure organization by itself. Security is a process; there is no tool that you can “set and forget”. All security products are only as secure as the people who configure and maintain them. The purchasing and implementation of security products should be only a percentage of the security budget. The employees tasked with maintaining the security devices should be provided with enough time, training, and equipment to properly support the products. Unfortunately, in many organizations security activities are less important than support activities. Highly skilled security professionals are often tasked with help-desk projects such as resetting forgotten passwords, fixing jammed printers, and setting up new employee workstations. For most organizations, the cost of creating a strong security posture is seen as a necessary evil, similar to purchasing insurance. Organizations don’t want to spend the money on it, but the risks of not making the purchase outweigh the costs. Because of this attitude, it is extremely challenging to create a secure organization. The attitude is enforced because requests for security tools are often supported by documents providing the average cost of a security incident instead of showing more concrete benefits of a strong security posture. The problem is exacerbated by the fact that IT professionals speak a different language than management. IT professionals are generally focused on technology. Management is focused on revenue. Concepts such as profitability, asset depreciation, return on investment, and total cost of ownership are the mainstays of management. These are alien concepts to most IT professionals.
Adaptado de: VACCA, John R. Computer and Information Security Handbook. Pg 5.
Atenção: A questão se refere ao seguinte texto:
Many businesses believe that if they purchase enough equipment, they can create a secure infrastructure. Firewalls, intrusion detection systems and antivirus programs are just some of the tools available to assist in protecting a network and its data. It is important to keep in mind that no product or combination of products will create a secure organization by itself. Security is a process; there is no tool that you can “set and forget”. All security products are only as secure as the people who configure and maintain them. The purchasing and implementation of security products should be only a percentage of the security budget. The employees tasked with maintaining the security devices should be provided with enough time, training, and equipment to properly support the products. Unfortunately, in many organizations security activities are less important than support activities. Highly skilled security professionals are often tasked with help-desk projects such as resetting forgotten passwords, fixing jammed printers, and setting up new employee workstations. For most organizations, the cost of creating a strong security posture is seen as a necessary evil, similar to purchasing insurance. Organizations don’t want to spend the money on it, but the risks of not making the purchase outweigh the costs. Because of this attitude, it is extremely challenging to create a secure organization. The attitude is enforced because requests for security tools are often supported by documents providing the average cost of a security incident instead of showing more concrete benefits of a strong security posture. The problem is exacerbated by the fact that IT professionals speak a different language than management. IT professionals are generally focused on technology. Management is focused on revenue. Concepts such as profitability, asset depreciation, return on investment, and total cost of ownership are the mainstays of management. These are alien concepts to most IT professionals.
Adaptado de: VACCA, John R. Computer and Information Security Handbook. Pg 5.
Conheça nossos planos