Free MB-300 Exam Braindumps (page: 34)

Introductory Info
Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the rst question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs. When you are ready to answer a question, click the Question button to return to the question.

Background
Alpine Ski House sells a variety of ski and outdoor equipment, including apparel and digital content to retailers and wholesalers located in the United States. The central distribution center, accounting and customer service center are located in the company's headquarters building in the state of Colorado. The company also has an additional warehouse in the state of New York. The company is known for its customer-friendly policies.

Current environment
Alpine Ski House currently has an outdated accounting system that is not connected to the New York warehouse. The warehouse system contains inventory quantities, but does not have costing, therefore the FIFO principles are applied through spreadsheet calculations at month end.
Alpine Ski House has worked to create a future state roadmap as a foundation for growth. They have decided to implement Dynamics 365 cloud applications and must limit the amount of on premises hardware as they are not staffed for support. They are expecting to implement required devices for warehouse applications to support WMS only.
The customer service center places phone orders on behalf of wholesalers and retailers. The customer service team provides concierge services to the top 20 largest customers. Each customer service team member is assigned to 5 customers as the customer's dedicated customer service representative.
The call center has a phone system that records calls and stores the call duration. Data is a combination of systems that are disconnected to include warehouse and accounting. Customer records and consumer records are stored in the call center third-party system. Excel spreadsheets are used for consolidated reporting from these systems. Alpine Ski House must enable business partners to place their own B2B orders on the web as well as manage their own users. The company has decided to expand distribution to Banff, Alberta and create a new operating legal entity in Canada. This expansion must be planned for as part of the solution, as it will be up and running six months after the initial US company is operating on the new applications.

Requirements

Applications and environment
Required applications must align to the future state roadmap.
Business partners must have the ability to onboard their own users for placing orders on the web. The Canadian company must use the same base data as the US operating company and must be set up in the same instance. Sales order history data must not be imported. All current and future orders must be migrated to the new system. Master data for customers must be migrated from both the call center third-party system as well as the accounting system. You identify the following requirements:
- The mapping elds for customer records in both systems are the same, except the accounting system which has three additional elds that must be mapped.
- Duplicate records must not be imported.
Cutover plan
- User1 reports that sales orders will be open and not shipped at the time of cutover to production. There are 20 orders expected to be open.

Customer service

General
Concierge customer service reps must be able to access customer records for all customers in their customer group. Customer service reps must be able organize how information is presented when they sign into the new system. Security must be applied to the customer service reps as a group and must not be applied at the individual level.

Return policies
Sporting equipment is warranted by the manufacturer and must not be returned to Alpine Ski House warehouse. Alpine Ski House does not strictly enforce this policy. Exceptions to the policy are allowed with manager approval. Customer service must track reported issues with sporting equipment to identify trends. Customers can exchange apparel, but refunds must not be permitted. Any consumer exchanges must occur directly through Alpine's call center and cannot be returned to a physical store.

Exchange policies
All consumer calls must be logged for tracking purposes. The customer service representative will determine if there is an exchange, or if the consumer should be redirected to the manufacturer. Digital content is nal sale only. All complaints must still be tracked. Returns and replacement orders must be processed through the warehouse. Consumer information for returns and replacement orders does not need to be stored.
A record of the location where the consumer purchased the product must be stored for tracking purpose

The customer service reps must be able to view the order status for delayed shipments or orders that have been shipped but not invoiced. They need to have shortcuts to view this information.
Returns or credits for a concierge customer that are not from a consumer do not require noti cations to the concierge representative. Web orders must be limited to B2B, and consumers web access must not be required for order placement. The call center must track the call minutes in the phone system by customer number.
The system must send the following noti cations:
- Dedicated concierge representative must be automatically noti ed when an exchanged product has shipped. The concierge representative must set up the alert.
- External customers must be noti ed of the new consumer exchanges. The noti cation must integrate into the customer's third party dashboard and must not be sent as an email noti cation.

Customer Service
The customer service center is overloaded with frequently asked questions (FAQ's) that are consuming resources and creating issues with customer service levels.
Alpine Ski House has decided to deploy an automated FAQ website because they do not have su cient staff resources to manage customer interactions. All automated interactions must be stored for 30 days.
The company has decided to extend its concierge program to the top 25 customers. A new representative has been hired and requires the same screen layout as other team members.
When new customers are created in the system, the customer number must automatically pass to the call center phone system.

Implementation
The implementation is expected to take 12 months. Alpine Ski House wants to ensure that when they go live, they are on the most current available update of
Dynamics 365. Testing must occur in the various stages of the implementation. You identify the following testing requirements:
- Platform updates will be applied, and business processes will be veri ed to perform as expected, either manual or automated where possible against stored task recordings.
- Development must be completed by the 10th month. Developers must perform initial testing code that they create.
- When development is completed, all processes in the system must be tested by the user group. Due to competing demands for the project team, the company wants to automate as much of the testing as possible. The project manager is concerned that a critical eld must have validation scripts run against it during automated testing. The developers will be required to write the custom validation scrip. The user creating the test script must document the step in the test script that the speci c validation script must be run for the developers.
The project manager wants to put a control in place to ensure that once the automated testing is established the test scripts are not modi ed or overwritten.

Introductory Info
Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the rst question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs. When you are ready to answer a question, click the Question button to return to the question.

Background
Alpine Ski House sells a variety of ski and outdoor equipment, including apparel and digital content to retailers and wholesalers located in the United States. The central distribution center, accounting and customer service center are located in the company's headquarters building in the state of Colorado. The company also has an additional warehouse in the state of New York. The company is known for its customer-friendly policies.

Current environment
Alpine Ski House currently has an outdated accounting system that is not connected to the New York warehouse. The warehouse system contains inventory quantities, but does not have costing, therefore the FIFO principles are applied through spreadsheet calculations at month end.
Alpine Ski House has worked to create a future state roadmap as a foundation for growth. They have decided to implement Dynamics 365 cloud applications and must limit the amount of on premises hardware as they are not staffed for support. They are expecting to implement required devices for warehouse applications to support WMS only.
The customer service center places phone orders on behalf of wholesalers and retailers. The customer service team provides concierge services to the top 20 largest customers. Each customer service team member is assigned to 5 customers as the customer's dedicated customer service representative.
The call center has a phone system that records calls and stores the call duration. Data is a combination of systems that are disconnected to include warehouse and accounting. Customer records and consumer records are stored in the call center third-party system. Excel spreadsheets are used for consolidated reporting from these systems. Alpine Ski House must enable business partners to place their own B2B orders on the web as well as manage their own users. The company has decided to expand distribution to Banff, Alberta and create a new operating legal entity in Canada. This expansion must be planned for as part of the solution, as it will be up and running six months after the initial US company is operating on the new applications.

Requirements

Applications and environment
Required applications must align to the future state roadmap.
Business partners must have the ability to onboard their own users for placing orders on the web. The Canadian company must use the same base data as the US operating company and must be set up in the same instance. Sales order history data must not be imported. All current and future orders must be migrated to the new system. Master data for customers must be migrated from both the call center third-party system as well as the accounting system. You identify the following requirements:
- The mapping elds for customer records in both systems are the same, except the accounting system which has three additional elds that must be mapped.
- Duplicate records must not be imported.
Cutover plan
- User1 reports that sales orders will be open and not shipped at the time of cutover to production. There are 20 orders expected to be open.

Customer service

General
Concierge customer service reps must be able to access customer records for all customers in their customer group. Customer service reps must be able organize how information is presented when they sign into the new system. Security must be applied to the customer service reps as a group and must not be applied at the individual level.

Return policies
Sporting equipment is warranted by the manufacturer and must not be returned to Alpine Ski House warehouse. Alpine Ski House does not strictly enforce this policy. Exceptions to the policy are allowed with manager approval. Customer service must track reported issues with sporting equipment to identify trends. Customers can exchange apparel, but refunds must not be permitted. Any consumer exchanges must occur directly through Alpine's call center and cannot be returned to a physical store.

Exchange policies
All consumer calls must be logged for tracking purposes. The customer service representative will determine if there is an exchange, or if the consumer should be redirected to the manufacturer. Digital content is nal sale only. All complaints must still be tracked. Returns and replacement orders must be processed through the warehouse. Consumer information for returns and replacement orders does not need to be stored.
A record of the location where the consumer purchased the product must be stored for tracking purpose

The customer service reps must be able to view the order status for delayed shipments or orders that have been shipped but not invoiced. They need to have shortcuts to view this information.
Returns or credits for a concierge customer that are not from a consumer do not require noti cations to the concierge representative. Web orders must be limited to B2B, and consumers web access must not be required for order placement. The call center must track the call minutes in the phone system by customer number.
The system must send the following noti cations:
- Dedicated concierge representative must be automatically noti ed when an exchanged product has shipped. The concierge representative must set up the alert.
- External customers must be noti ed of the new consumer exchanges. The noti cation must integrate into the customer's third party dashboard and must not be sent as an email noti cation.

Customer Service
The customer service center is overloaded with frequently asked questions (FAQ's) that are consuming resources and creating issues with customer service levels.
Alpine Ski House has decided to deploy an automated FAQ website because they do not have su cient staff resources to manage customer interactions. All automated interactions must be stored for 30 days.
The company has decided to extend its concierge program to the top 25 customers. A new representative has been hired and requires the same screen layout as other team members.
When new customers are created in the system, the customer number must automatically pass to the call center phone system.

Implementation
The implementation is expected to take 12 months. Alpine Ski House wants to ensure that when they go live, they are on the most current available update of
Dynamics 365. Testing must occur in the various stages of the implementation. You identify the following testing requirements:
- Platform updates will be applied, and business processes will be veri ed to perform as expected, either manual or automated where possible against stored task recordings.
- Development must be completed by the 10th month. Developers must perform initial testing code that they create.
- When development is completed, all processes in the system must be tested by the user group. Due to competing demands for the project team, the company wants to automate as much of the testing as possible. The project manager is concerned that a critical eld must have validation scripts run against it during automated testing. The developers will be required to write the custom validation scrip. The user creating the test script must document the step in the test script that the speci c validation script must be run for the developers.
The project manager wants to put a control in place to ensure that once the automated testing is established the test scripts are not modi ed or overwritten.

Introductory Info
Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the rst question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs. When you are ready to answer a question, click the Question button to return to the question.

Background

Current environment
Adventure Works Cycles is a high-end bicycle manufacturer in North America founded in 2010. The company has standard bicycles available year round in addition to limited-edition bicycle models released domestically several times per year to boutique retailers. The limited-edition bicycles are the most successful. They have high margins, are in high demand, and have a fervent following with the younger bicycle community that wants to make a social statement. Most consumers become aware of the other Adventure Works Cycles bicycles through these limited editions.
Adventure Works Cycles wants to triple its manufacturing capabilities and expand to countries/regions in South America, Western Europe, and United Arab
Emirates (UAE) over the next few years.

General
To facilitate these expansions, Adventure Works Cycles has decided to invest in Dynamics 365 Finance, Dynamics 365 Supply Chain Management, and the
Power Platform products to digitally innovate from a custom-built enterprise resource plan (ERP), and Microsoft Excel worksheets. Adventure Works Cycles sells only to North America and Canada but still cannot keep up with current demand. Over time, market expansion will be the only way to remain pro table.
Expansion has been limited in the past due to legal requirements and regulations around document formatting and the lack of a developer. Adventure Work Cycles has no capabilities or budget to undertake any development past the Excel formula-level tasks.
There are no formal change management procedures.

Sales
There are three distinct sales teams:
An internal sales team (B2B)
- Sells to retailers.
- Submits orders via EDI, email, or call-in.
A street sales team (B2C)
- Sells directly to high pro le or social media in uencer consumers.
- Provides customers with discounts or has marketing arrangements in exchange for driving sales to retailer-direct sales channels
- Submits orders by using email or call-in because pricing and terms must be negotiated.
An Adventure Works Cycles administrative sales team
- Has same responsibilities and activities as the internal sales team.
- Coordinates the management activities of the B2B and B2C teams.
Products
Before new bike models are unveiled through social media, it can be di cult for the street team representatives to show customers and retailers the new products with the most up-to-date information because the product is still being manufactured.
Often the data and images for the products are out of date.
The internal sales team uses the Dynamics 365 Supply Chain Management product from to show this information to customers. For questions about bike-speci c warranties and service level agreements, consumers can contact Adventure Works Cycles directly through the active
Adventure Works Cycles social media pages. The company expansion will put a strain on the manual interactions of answering questions.
Information and attributes change often.

International compliance
Sales are currently restricted to the US only.

Requirements

General
No coding is in scope for the project.
Change management operations need to be implemented.
A One Version strategy needs to be implemented.
The most critical business processes must never break when the software updates to the newest version.

No third-party testing tools will be used. Adventure Works Cycles wants to use everything in the Microsoft stack if there is an option available. Because the company is at capacity with the overwhelming demand, the testing process must be done without users running through the processes every time the software updates.
With the different bike con gurations, Adventure Works Cycles would like to use a single business process but test against 10 different data con gurations to streamline errors against data variations in the manufacturing process.

Data administrator
A single person, the Adventure Works Cycle data administrator, will be tasked with owning all reporting and data tasks. This one person will need to intimately know all entities and elds, in addition to any changes in the new versions of the software. Adventure Works Cycles users will inquire with the data administrator about certain data they need to view. The data administrator needs to quickly search data entities by eld names and advise users on how to extract data into their own Excel templates for ad hoc reporting and data management tasks.

Data migration
The data cleansing and loading into Dynamics 365 will be done by the Adventure Works Cycles data administrator. With the many changes for the products and data, imports for the data loads must be repeatable and consistent.
The different data loading components will all be done at one time.
After the import order and cadence is done correctly in a test environment, that same process must be reliably replicable for the golden con guration, in addition to any environment refreshes going forward.
Any errors on the data loading must identify the issue for the person to address and x for future loads.

Sales
The sales street team must be able to view and edit (only product descriptions) near real-time information from the Dynamics 365 system about products on their personal mobile phones.
No street team representatives will have access to the Dynamics 365 Supply Chain Management application, but they must be able to enter orders and update customer information into the system without Adventure Works Cycles assistance. The Adventure Works Cycles internal sales support team must be able to see all street team sales orders entered to provide support, but the internal team should not see any information around the commissions con gured on the orders. The sales support team must be able to see all orders and elds for the different sales teams. No other security differences from a Dynamics perspective are needed.

Products
Warranty and Service Level Agreements stored in Dynamics 365 for the different products must not be exposed directly to sales representatives. The representatives must be able to pose questions from customers and retailers and get answers back almost immediately. Any opportunity to extend this type of product inquiry and support mechanism to customers and retailers must be evaluated. The data for all of the product information must be easily extractable back into Excel.
International compliance
Payments and invoices inbound and outbound must be converted or translated to the correct localized format Regardless of regulatory compliance, the customer-facing business documents must have a unique template for each country that can be designed within
Microsoft O ce applications. These documents must be embedded in Dynamics 365 forms for data export and con gurable by non-developers.

Introductory Info
Case study
This is a case study. Case studies are not timed separately. You can use as much exam time as you would like to complete each case. However, there may be additional case studies and sections on this exam. You must manage your time to ensure that you are able to complete all questions included on this exam in the time provided.
To answer the questions included in a case study, you will need to reference information that is provided in the case study. Case studies might contain exhibits and other resources that provide more information about the scenario that is described in the case study. Each question is independent of the other questions in this case study.
At the end of this case study, a review screen will appear. This screen allows you to review your answers and to make changes before you move to the next section of the exam. After you begin a new section, you cannot return to this section.

To start the case study
To display the rst question in this case study, click the Next button. Use the buttons in the left pane to explore the content of the case study before you answer the questions. Clicking these buttons displays information such as business requirements, existing environment, and problem statements. If the case study has an All Information tab, note that the information displayed is identical to the information displayed on the subsequent tabs. When you are ready to answer a question, click the Question button to return to the question.

Background

Current environment
Adventure Works Cycles is a high-end bicycle manufacturer in North America founded in 2010. The company has standard bicycles available year round in addition to limited-edition bicycle models released domestically several times per year to boutique retailers. The limited-edition bicycles are the most successful. They have high margins, are in high demand, and have a fervent following with the younger bicycle community that wants to make a social statement. Most consumers become aware of the other Adventure Works Cycles bicycles through these limited editions.
Adventure Works Cycles wants to triple its manufacturing capabilities and expand to countries/regions in South America, Western Europe, and United Arab
Emirates (UAE) over the next few years.

General
To facilitate these expansions, Adventure Works Cycles has decided to invest in Dynamics 365 Finance, Dynamics 365 Supply Chain Management, and the
Power Platform products to digitally innovate from a custom-built enterprise resource plan (ERP), and Microsoft Excel worksheets. Adventure Works Cycles sells only to North America and Canada but still cannot keep up with current demand. Over time, market expansion will be the only way to remain pro table.
Expansion has been limited in the past due to legal requirements and regulations around document formatting and the lack of a developer. Adventure Work Cycles has no capabilities or budget to undertake any development past the Excel formula-level tasks.
There are no formal change management procedures.

Sales
There are three distinct sales teams:
An internal sales team (B2B)
- Sells to retailers.
- Submits orders via EDI, email, or call-in.
A street sales team (B2C)
- Sells directly to high pro le or social media in uencer consumers.
- Provides customers with discounts or has marketing arrangements in exchange for driving sales to retailer-direct sales channels
- Submits orders by using email or call-in because pricing and terms must be negotiated.
An Adventure Works Cycles administrative sales team
- Has same responsibilities and activities as the internal sales team.
- Coordinates the management activities of the B2B and B2C teams.
Products
Before new bike models are unveiled through social media, it can be di cult for the street team representatives to show customers and retailers the new products with the most up-to-date information because the product is still being manufactured.
Often the data and images for the products are out of date.
The internal sales team uses the Dynamics 365 Supply Chain Management product from to show this information to customers. For questions about bike-speci c warranties and service level agreements, consumers can contact Adventure Works Cycles directly through the active
Adventure Works Cycles social media pages. The company expansion will put a strain on the manual interactions of answering questions.
Information and attributes change often.

International compliance
Sales are currently restricted to the US only.

Requirements

General
No coding is in scope for the project.
Change management operations need to be implemented.
A One Version strategy needs to be implemented.
The most critical business processes must never break when the software updates to the newest version.

No third-party testing tools will be used. Adventure Works Cycles wants to use everything in the Microsoft stack if there is an option available. Because the company is at capacity with the overwhelming demand, the testing process must be done without users running through the processes every time the software updates.
With the different bike con gurations, Adventure Works Cycles would like to use a single business process but test against 10 different data con gurations to streamline errors against data variations in the manufacturing process.

Data administrator
A single person, the Adventure Works Cycle data administrator, will be tasked with owning all reporting and data tasks. This one person will need to intimately know all entities and elds, in addition to any changes in the new versions of the software. Adventure Works Cycles users will inquire with the data administrator about certain data they need to view. The data administrator needs to quickly search data entities by eld names and advise users on how to extract data into their own Excel templates for ad hoc reporting and data management tasks.

Data migration
The data cleansing and loading into Dynamics 365 will be done by the Adventure Works Cycles data administrator. With the many changes for the products and data, imports for the data loads must be repeatable and consistent.
The different data loading components will all be done at one time.
After the import order and cadence is done correctly in a test environment, that same process must be reliably replicable for the golden con guration, in addition to any environment refreshes going forward.
Any errors on the data loading must identify the issue for the person to address and x for future loads.

Sales
The sales street team must be able to view and edit (only product descriptions) near real-time information from the Dynamics 365 system about products on their personal mobile phones.
No street team representatives will have access to the Dynamics 365 Supply Chain Management application, but they must be able to enter orders and update customer information into the system without Adventure Works Cycles assistance. The Adventure Works Cycles internal sales support team must be able to see all street team sales orders entered to provide support, but the internal team should not see any information around the commissions con gured on the orders. The sales support team must be able to see all orders and elds for the different sales teams. No other security differences from a Dynamics perspective are needed.

Products
Warranty and Service Level Agreements stored in Dynamics 365 for the different products must not be exposed directly to sales representatives. The representatives must be able to pose questions from customers and retailers and get answers back almost immediately. Any opportunity to extend this type of product inquiry and support mechanism to customers and retailers must be evaluated. The data for all of the product information must be easily extractable back into Excel.
International compliance
Payments and invoices inbound and outbound must be converted or translated to the correct localized format Regardless of regulatory compliance, the customer-facing business documents must have a unique template for each country that can be designed within
Microsoft O ce applications. These documents must be embedded in Dynamics 365 forms for data export and con gurable by non-developers.