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Exam Number : 1Z0-202
Exam Name : Siebel 8 Consultant
Vendor Name : Oracle
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1Z0-202 test Format | 1Z0-202 Course Contents | 1Z0-202 Course Outline | 1Z0-202 test Syllabus | 1Z0-202 test Objectives


Exam Title : Siebel 8 Consultant Exam
Exam ID : 1Z0-202
Exam Duration : 120 minutes
Questions in test : 60
Passing Score : 64%
Format : Multiple Choice Questions
Exam Center : Pearson VUE
Real Questions : Siebel 8 Consultant Certified Expert (OCE)
Recommended Practice : 1Z0-202 Online VCE Practice Test

Introducing Siebel Applications - Describe Siebel Customer Relationship Management (CRM) applications and how they are classified
- Identify the common business entities found in Siebel CRM applications Working With Siebel Data - Create, modify, and delete records
- Query for records in a Siebel CRM application Users, Positions, and Organizations - Describe how data access is controlled by users, positions, and organizations
- Implement the company structure using divisions, organizations, positions, users, and employees The Siebel Web Architecture - Identify the pieces that make up the Siebel Web architecture
- Identify the role of each piece of the architecture
- Describe how Siebel requests are processed Server Management - Monitor the state of the enterprise, and individual servers and components within that enterprise
- Perform routine administrative tasks on the enterprise, including: a. Managing components b. Backing up and restoring the enterprise c. Setting logging options d. Submitting jobs Securing Access to the Application - Describe the types of user authentication supported by Siebel applications
- Explain the role of the security adapter
- Describe Single Sign On (SSO) security and how it differs from other authentication methods Siebel Application Architecture - Describe the major types of object definitions
- Describe the relationships between them The Siebel Data Model - Describe the purpose of the Siebel Data Model
- Describe the role of primary and foreign keys, indexes, and user keys
- Identify prominent tables in the Siebel Data Model Siebel Business Objects - Describe how business objects focus data presented in the UI based on context
- Describe how views reference business objects
- Describe how links are used to relate parent business components to child business components The Configuration Process - Describe the development environment architecture
- Set up the development environment Editing and Compiling Object Definitions - Create new and edit existing object definitions
- Validate edited object definitions
- Archive object definitions and projects
- Back up the local database
- Compile object definitions into a repository file UI Layer Configuration: Applets - Create and modify a list applet
- Create and modify a form applet UI Layer Configuration: Drilldowns - Configure drilldown to a related view
- Enable the thread bar Business Layer Configuration: Existing Business Components and Fields - Edit business component properties to capture business logic
- Describe business component view modes
- Edit field properties to capture business logic
- Specify business component and field user properties Business Layer Configuration: Picklists - Describe the differences between dynamic and static picklists
- Administer a list of values
- Configure a static or dynamic picklists Data Layer Configuration - Create extension columns in a table
- Create custom tables: standalone table, 1:1 extension table, 1:M extension table, intersection table Building Siebel Workflow Processes - List the types of workflow processes and workflow steps
- Create a new workflow process and configure business service, Siebel operation, and decision steps Executing Workflow Processes - Describe the workflow execution architecture
- List several ways to invoke workflow
- Invoke a workflow process using a run-time event
- Invoke a workflow process using a custom control Siebel Task UI - Describe the role and benefits of Siebel Task UI
- Invoke and complete a task Transient Business Components and Branching - Describe the role of transient business components and task applets
- Configure branching logic in a task Creating Assignment Rules - Create an assignment rule that assigns sales data to a sales team
- Create an assignment rule that assigns service data to a skilled employee
- Test assignment rules Invoking Siebel Assignment Manager - List the modes in which Assignment Manager can be invoked
- Invoke Assignment Manager in dynamic mode Introducing Enterprise Integration Manager - Describe the features of Enterprise Integration Manager (EIM) Deploying Application Customizations - Use the packager utility to bundle application customizations
- Deploy a package using the ADM command-line interface Using the Siebel Web Client - Start and log in to a Siebel application
- Navigate screens and views in the application
- Identify major user interface (UI) features in a Siebel CRM application Responsibilities and Views - Describe the purpose of a responsibility
- Create a new responsibility
- Modify an existing responsibility Controlling Access to Customer Data - Describe the difference between customer and master data in Siebel applications
- Describe the different Access Control mechanisms used to restrict access to data in Siebel applications
- Identify the different view types used for different types of users Server Components and Parameters - Define component groups
- Define components
- Describe parameters as inputs for components
- Describe the various levels at which you can set parameters and how to set them
- Describe named subsystems and job templates Siebel Client Types - Identify the various Siebel clients
- Describe files associated with each client, including configuration files and local databases
- Describe how each client accesses Siebel servers and data Installing Siebel Applications - Describe pre-installation steps necessary to prepare your environment for a Siebel installation
- Install the Siebel application
- Perform post-installation steps to verify your Siebel environment
- Describe how to use the multi-server update tool to automate installations Using Siebel Tools to Examine Object Definitions - Describe the differences between object types and object definitions
- Use Siebel Tools to examine parent and child object definitions Siebel Business Components - Define a business component
- Describe how business component fields at the business object layer are mapped to columns at the data layer
- Describe how base and joined tables are used as a part of this mapping Configuration Strategy - List the critical elements of the Siebel configuration strategy Managing Object Definitions - Explain the role of projects
- Manage object definitions using Check Out and Check In
- Lock projects locally UI Layer Configuration: Web Templates - Describe the role of Siebel Web template files
- Describe the role of Siebel tags in template files
- List the types of templates
- Describe how to register, associate, and bind a template file UI Layer Configuration: Applications, Screens, and Views - Tailor applications
- Configure how a view is accessed on a screen
- Change the order of screen views for a screen
- Create and administer a view
- Associate a view with a template Business Layer Configuration: Joins - Create a join that brings data from a standard table into a standard business component
- Create a join that brings data from a party table into a standard business component
- Create a join that brings data from a party table into another party business component Business Layer Configuration: New Business Components and Fields - Create a new business component (BC)
- Add a business component to a business object Configuring Multi-Value Groups - Describe multi-value groups and their benefits
- Use Siebel Tools to configure a multi-value group Siebel Business Services - Describe a business service
- Describe the structure and role of property sets
- Use the business service simulator to test a business service Testing and Deploying Workflow Processes - Test a Siebel workflow process using the simulator
- Deploy a Siebel workflow process Using Workflow Policies - Create a workflow policy that invokes a workflow process in the Workflow Process Manager server component
- Enable the workflow policy using workflow server components Task UI: Creating a Task - Identify the major components of a task
- Configure a task
- Administer a task Introducing Siebel Assignment Manager - Explain the role of Siebel Assignment Manager
- List the elements used to create rules that assign business data Tailoring Assignment Manager Behavior - Describe the steps in the assignment methodology
- Prioritize rules using exclusive rules and rule group sequencing
- Modify the behavior of an assignment object State Models - Describe how state models can enforce business logic
- Create a new state model Introducing Application Deployment Manager - Describe the Application Deployment Manager (ADM) architecture
- Describe how deployment options are configured Siebel Party Business Components - Define a party business component
- Describe the role of S_PARTY and its extension tables in storing party business component data
- Describe how data is stored differently for non-party business components and party business components
- Describe how implicit and explicit joins are used with party business components



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Oracle Consultant course outline

Seven options for constructing an excellent safety team | 1Z0-202 test dumps and Real test Questions

Brennan P. Baybeck lists constructing a a success crew as considered one of his top tasks as a CISO.

“in case you surround your self with great individuals, be certain they’re a hit and have what they need—the practising, the funds, the correct headcount—then first-rate security comes alongside,” he says. “but if you don’t put that center of attention to your group, it’s no longer going to ensue.”

That center of attention requires extremely good construction supplies in addition to career planning and route so crew contributors can top-quality build their talents, says Baybeck, vp and CISO of consumer services at Oracle Corp. successful groups also want excellent managers, sufficient materials, and the right mix of responsibilities

devoid of all that, protection suffers.

“An sad safety crew will influence in infighting, sadness, and aggression,” according to the Forrester report repair toxic security tradition earlier than It Kills Your Innovation. “now not only will this domesticate an unpleasant environment, but it surely also has the advantage to break your security crew’s popularity, undermine your team’s integrity, and put your company in danger.”

What, exactly, can CISOs do to counteract such as scenario? here, Baybeck and others offer seven techniques to construct a superb safety crew:

speed up career development

The annual performance overview is a company regular, but CISOs who wish to keep skill and maximize their staffers’ skills may still agenda stories extra commonly, says Nick Rowe, who as COO for NCC neighborhood North america is responsible for the company’s security consulting enterprise.

“normal evaluation cycles don’t make sense in a quick-paced world like infosec, specifically for junior contributors of your teams,” he says.

protection laborers are at all times including new abilities as they hold pace with skilled and business calls for, with junior professionals commonly advancing at a particularly rapid clip as they mature into their positions.

consequently, safety people hone their abilities—and hence their marketability—at a an awful lot faster pace than employees in different commercial enterprise departments that don’t have the equal regular evolution of talents, technologies, and requirements that the protection profession does.

That’s why, Rowe explains, CISOs should appreciate their group participants’ quickly building with promotions, re-assignments, and raises.

Create a assisting forged

strong protection groups need more than cybersecurity positions; they additionally want aiding roles reminiscent of company operations experts, recruiters, and mission managers, Baybeck says.

And he believes it’s strategic to carve out these roles and hire gurus professional in these areas in preference to ask security professionals to divert their consideration from their core work to handle those initiatives.

He himself has viewed the price during this approach, having “pulled out obligations from individuals who shouldn’t have had them” and hiring workforce to tackle assignment administration and operations administration as an alternative. He says that movement gave his group time returned to center of attention on their main security work.

“protection risk management is a in no way-ending circulation of issues happening, so getting [your security team] the aid they need, even if through current company substances or by way of investing in new components, helps them be the most efficient they can,” Baybeck says, including that investing in automation and method development helps raise group efficiency and productiveness, too.

Create teams that greater reflect the standard population

“a various cybersecurity team maximizes an organization’s capacity to deliver innovation into its efforts and acts as a drive multiplier for a corporation’s potential to combat digital threats,” in response to the 2020 The company cost of a various InfoSec team record from the Institute of essential Infrastructure technology (ICIT), noting that leading CISOs see “diversity as both a competitive potential and an answer to the growing skill shortage.”

Baybeck is of the same opinion.

“in case you’re searching for the same class of individuals that we’ve had for the past 25 years, you won’t be a success in the existing environment or in the future. You want diverse aspects of view, different experiences,” says Baybeck, a board member with the IT governance affiliation ISACA.

Baybeck says he’s working to create greater range on his group with the aid of taking selected steps, equivalent to requiring recruiters to cast a wide internet for candidates, writing job descriptions designed to entice a much wider pool of expertise applicants, and partnering with a range of agencies to develop his reach.

Jinan Budge, primary analyst with Forrester and co-writer of its crew toxicity document, says other CISOs who're diversifying their teams are taking an analogous method.

“they have targets for a diverse pipeline of candidates, and that they have hiring panels that are additionally distinct,” she says. That work creates more ingenious and inventive teams “since you’re improved in a position to seem on the multitude of issues in cybersecurity and dive into issues they haven’t dived into earlier than and alter how they suppose about some of their safety complications.”

appoint for, and cultivate, nontechnical expertise

The strongest safety groups are constituted of team members with a various set of talents, says Deborah Golden, a important at Deloitte & Touche LLP and the us Cyber & Strategic possibility leader for Deloitte chance & financial Advisory.

“Having the equal americans with the same thinking making an attempt to clear up issues isn’t going to get you need you need. You need to have a variety of kinds of disciplines to [best address] the complexity of cyberattacks and the complexity of business,” she says.

Golden has proof this works. She has team participants with liberal arts backgrounds, including English majors, archeologists, and political scientists. It was one such worker—one with political science journey—who surfaced records coverage concerns related to international legal guidelines that others on the team hadn’t addressed on one selected protection initiative.

Clar Rosso, CEO of (ISC)2, a protection practising and expert affiliation, in a similar fashion advises CISOs to employ employees for his or her analytical, crucial, and creative thinking capabilities as well as their difficulty-solving expertise—or cultivate those knowledge in their current staff—in addition to hiring and training employees for protection and technical capabilities.

Cyber professionals themselves agree, checklist analytical considering, difficulty-solving, vital thinking, the ability to work both independently and in a crew, and creativity because the most essential soft competencies to have, in response to (ISC)2  2021 Cybersecurity profession Pursuers analyze: A Roadmap to constructing Resilient Cybersecurity groups.

“analysis indicates that distinctive teams work more suitable because you don’t grow to be with group think. different groups bring diverse ideas to the desk to resolve problems and, with threats in cybersecurity so dynamic, that’s crucial,” Rosso says.

construct powerful, resilient group gamers

practicing is important for cybersecurity professionals to keep up with the all of a sudden evolving demands of their job. There’s no debate there. in reality, 91% of the 489 cybersecurity gurus surveyed for The existence and instances of Cybersecurity gurus 2021, a report from the assistance programs safety association (ISSA) and business strategy neighborhood (ESG), agreed that maintaining with their potential is critical for protecting their agencies. youngsters, fifty nine% noted job requirements frequently get in the way.

document authors issued a warning for CISOs on this aspect: “This training hole is quietly expanding cyber risks at your company. To handle this directly, CISOs must push the firm, making certain that considerable practising time and supplies are developed into every member of the cybersecurity staff’s agenda on a continuing basis.”

apart from time-honored practising classes, Rosso advises CISOs to enforce rotational programs where they have got their people cycle via distinct positions in six- to eight-week stretches. This offers workers alternatives to be taught or hone distinct advantage, which strengthens the team normal. on the identical time, it could actually assist steer clear of burnout through offering a variety of projects and varying the depth of work.

Rosso acknowledges that CISOs with smaller teams may also have a hard time imposing any such software; for these groups, she suggests CISOs create “fractional” roles inside safety and stuffed via employees from different departments, similar to legal or risk, who can lend and share their talents on critical security initiatives.

show your group the mission

big tech and startup corporations have reputations for creating visions that inspire their employees and bring them collectively to force toward general goals. CISOs should still cultivate a similar tradition with the aid of focusing their teams on the firm’s mission and its average goals.

“You deserve to build a culture and purpose; there has to be a reason for the safety organization,” Rowe says. “It’s critical to communicate to that. As security professionals, they do [security] because they adore it, however we’re also doing it as a result of they wish to make a change.”

worker's themselves seem to share that point of view: in line with the ISSA-ESG survey, seventy nine% of protection workers say they’re chuffed to be of their profession. on the same time, even though, many indicated a desire to be extra within the loop: 58% spoke of that having security staff blanketed in all IT tasks from their beginnings can be most impactful for making improvements to working relationships between the two businesses, while 41% observed encouraging cybersecurity participation in all enterprise planning and strategy would Strengthen working relationships with business management.

Let your group participants recognize what’s in it for them

making a vision for the safety branch that’s tied into the commercial enterprise method does help get the group pulling in the same route, but Rowe says it’s equally crucial for CISOs to reveal their laborers what’s in it for them as individuals.

“safety authorities understand how valuable they are and the way a lot they’re famous, and there’s drive to take competencies of that. So alongside constructing desires and imaginative and prescient and lifestyle, CISOs should be able to define to the people what their future appears like, what their future looks like at the business, and the way they could take knowledge of what the business has to offer—and the way that you would be able to get them to the subsequent degree of their career wherever they go next,” Rowe says.

And CISOs have to then allow their laborers to boost the knowledge they need to develop in their career, through company-sponsored practising, project assignments, and development opportunities, he provides.

Rowe provides: “It’s all about constructing career paths and being clear and having a community of alumni so that you can element to CISOs who've come out of your team. That potential anything.”

The (ISC)2 look at reinforces this perspective when it asked cybersecurity gurus what prompted them to join the box. They mentioned the potential to solve complications (fifty four%), high demand for skills (50%), it suits my skill set/interests (forty six%) and career development alternatives (forty five%) as the top explanations—with the ability to assist individuals/society (forty four%) coming in at No. 5 adopted via revenue, with 42% of responses.

Copyright © 2021 IDG Communications, Inc.


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