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McAfee MA0-104 : McAfee Certified Security Specialist - SIEM Exam

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Exam Number : MA0-104
Exam Name : McAfee Certified Security Specialist - SIEM
Vendor Name : McAfee
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MA0-104 test Format | MA0-104 Course Contents | MA0-104 Course Outline | MA0-104 test Syllabus | MA0-104 test Objectives


Product version(s): 9.3.0
Associated test MA0-104
Associated training 4 Days McAfee SIEM Administrator
Number of questions 70
Exam duration 140 Minutes
Passing score 62%

Recommended experience
A minimum of one year of experience using the McAfee product. Recommended hands-on experience includes:
=> Planning
=> Design
=> Installation
=> Configuration
=> Operations and management

Exam Outline | Syllabus | Objectives
Networking
=> Networking technology theory, principles and practices
=> Data networking standards and protocols
=> LAN and WAN technologies
=> Network administration
=> Network and routing protocols
=> Baseline conditions
=> Perimeter security
=> Internal network security
=> Basic infrastructure
=> Sniffing/network monitoring
=> TCP/IP and NAT/PAT Systems
=> Client/server technology
=> Group policy overview and security templates
=> Web permissions and authorization
=> Redundancy/fault tolerance/ high availability
=> Drive encryption
=> System administration
=> Virtual environments
=> Processors (CPU)
=> Baseline conditions
=> System access and navigation
=> Multi-server environments
=> Operating systems Applications
=> Databases
=> Redundancy
=> Web protocols
=> Baseline conditions
Policies and Procedures
=> Permissions, delegation & auditing
=> Policies governing user access
=> Role permissions
=> Systems testing procedures
=> Endpoint protection policies
=> Exceptions policies
=> Proactive Protection Scan policy
=> Antivirus and antispyware protection policies
=> Company security policies
=> Device usage policies
=> Change control procedures
=> Product specific maintenance procedures
=> Incident response procedures
=> Role specific escalation procedures
=> Corporate security controls
=> Corporate security strategy
=> Network password procedures
=> Device access control
Best Practices
=> Level of security required
=> Backup and recovery
=> Security monitoring
=> Problem isolation tools/practices
=> Industry security standards
Security Foundation
=> Firewall
=> Computer viruses, spyware, and malware
=> Network threat prevention technologies
=> Spyware protection
=> Firewall technologies and intrusion prevention
=> Heuristic-based protection
=> Authentication
=> Vulnerabilities and remediation techniques
=> Malware incidents
=> Internal threats and attacks
=> External threats and attacks
=> Security protocols
=> Cryptography
=> Network security policies
=> Network access control
=> Common threats and vulnerabilities
Operations and Administration
=> Password management
=> Network and support management tools and procedures
=> Patch management
=> Security alerts, front-line analysis and escalation
=> Intrusion detection systems
=> Monitoring tools
=> Problem determination
=> Incident and issue categorization
=> Basic product functions
=> Product policy configuration
=> Product report generation
=> Version controls
=> Detailed product functions
=> Protected materials



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McAfee McAfee outline

gold standard company Books 2003: approach | MA0-104 braindumps and test Braindumps

How important is method and why?

consider it or now not, 25 years in the past nobody even asked these questions. The advantages of an effective method, what they might name strategy’s price proposition, seemed overwhelming: The right method ensured advanced profitability that may well be sustained indefinitely. Executives had been anticipated to spend considerable time developing and communicating their approach. businesses maintained massive strategic-planning staffs. ability as a strategist put the upwardly mobile govt on the quick music.

not. today, no self-respecting speedy tracker would are seeking a job as a strategic planner. Few agencies even have them anymore. however strategic planning remains ubiquitous — every firm should coordinate its plans for the future — the planning processno longer instructions proper management’s attention. Operational excellence — frequently increasing tiers of efficiency that exceed customers’ expectations — appears to be a more effective driver of profitability than strategy. today’s senior executives (and rising stars) focus on building groups that remaining, normally enhancing their performance and adapting to changing market necessities. Beset by impatient buyers, demanding purchasers, and ever-enhancing competitors, businesspeople juggle too many priorities in too little time. strategy looks a luxurious: nowadays’s ultimate managers convey earnings. rattling the approach; full pace ahead!

Of path, college students of company have long identified that both method and operational excellence are simple, and that, like a pendulum, emphasis tends to swing from one to the other depending on the economic environment. however since the normal approach value proposition (sustained profitability) is not any longer credible at most companies, their speculation is that the pendulum gained’t naturally swing back to a stronger steadiness of strategy and operational excellence — until it gets some assist.

approach’s value proposition has its roots within the Eighties, when Michael E. Porter’s aggressive method: ideas for inspecting Industries and opponents (Free Press, 1998, in the beginning posted in 1980) defined the way they all notion about approach. strategy intended taking the lengthy view; strategists concentrated on picking out beautiful industries and on building scale or a robust manufacturer that allowed a corporation to preserve its profitability despite the calls for of shoppers, competitors, and suppliers. youngsters the most desirable considering concerning the key points of approach evolved over time into core potential, into visions for the future of the industry, or into creative new business fashions, the justification for approach endured to be greater gains over an extended time.

those of us who believe that method is critical want a brand new method price proposition — no longer to justify the theory, but to demonstrate to pragmatic businesspeople that greater positive techniques are as vital as operational excellence. anything this new value proposition may be, it'll doubtless require essentially new easy methods to believe about method.

increase’s RequirementThree of the top-rated method books posted this year make boom the brand new method price proposition. Of direction, boom in both income and profitability has always been vital. And despite the fact recession and deflation on the planet’s major markets may additionally have contributed to the expanded center of attention on growth, they suppose that anything greater primary has modified. simply as it grew to become clear all through the past two a long time that operational excellence changed into a more essential driver of profitability than strategy changed into, managers are now recognizing that operational excellence doesn’t pressure increase — no longer even excellence in product innovation, advertising, or acquisitions. competition has intensified so an awful lot that exceeding consumers’ expectations, reaching world-type tiers of efficiency, and continuously improving and adapting to the altering market not ensures quicker-than-market increase in gains. as an alternative of accelerated profitable boom, new product development produces shorter product existence cycles and fragmented markets; advertising shifts the bargaining power to valued clientele and explanations buyers to tune out the bombardment of messages; and acquisitions command ever-greater premiums that benefit acquirees, not acquirers. wonderful product construction, advertising, and acquisition programs are required purely to match rivals. Accelerated profitable growth requires something extra: strategy.

These three complementary books together present greater than functional information about the way to obtain increase: They outline growth approach, remarkably distinct from Porter’s competitive approach. however none of the books claims to replace Porter, together their method of boom might also prove to be method as boom — if not within the enterprise college curriculum then as a minimum within the arms of managers attempting to find a scientific solution to accelerate boom.

Clayton M. Christensen and Michael E. Raynor’s The Innovator’s answer: creating and Sustaining successful increase (Harvard business school Press, 2003) is essentially the most analytical method to boom, grounding actionable insights in a sound conception of industry dynamics. It’s also their decide on because the gold standard method booklet of the yr. The authors’ starting aspect is the 5-step “low-conclusion disruption” business dynamic that was the subject of Christensen’s The Innovator’s quandary: When New applied sciences trigger first-rate businesses to Fail (posted in 1997 by Harvard business college Press and named premier enterprise booklet of that yr on the financial times/Booz Allen Hamilton global company publication Awards):

  • a success organizations in an industry impulsively increase the price they deliver customers via a mix of incremental and breakthrough improvements in both product construction and price discount.
  • client needs increase lots extra slowly than does the price that a hit groups offer.
  • in the beginning, as a result of companies supply below shoppers need, the pattern is a positive one: As groups meet client needs more completely, they’re rewarded by increasing margins. despite the fact, once these groups offer most valued clientele more than they really need or need, the foundation of competitors shifts. existing purchasers value each development much less and fewer, companies compete greater on rate, and margins are normally pressured.
  • finally, a new disruptive competitor introduces items and features that don't seem to be as good as what’s at present accessible, but that present different benefits (simplicity, more advantageous convenience, or lessen charge) that enchantment to new or much less-traumatic customers. cozy in their mainstream valued clientele, the dependent competitors often welcome the disruption, exit the market that looks “fringe” to them, and for a time savour bigger margins.
  • as the new competitor swiftly increases the value it offers, ultimately it meets the needs of mainstream consumers, too. Then, the disruptive competitor is on a direction which will subsequently damage the dependent rivals.
  • The metal business’s minimills, the airline industry’s discount opponents like Southwest and JetBlue, discount sellers like Kmart and Wal-Mart, and bargain stockbrokers like Charles Schwab all illustrate this trial of low-conclusion disruption. own video recorders like TiVo are starting to exhibit a disrupting impact on centered television networks. Christensen’s past publication developed this 5-step dynamic to explain how “lots of history’s most a hit and choicest-run corporations misplaced their positions of leadership.” the usage of 75 examples of business disruptions, The Innovator’s answer demonstrates that the dynamic affects more than a couple of industry leaders: It’s pervasive.

    Christensen and Raynor lengthen the low-end disruption dynamic in three crucial methods. First, they add a 2nd category of disruption, “new market,” wherein the disruptive competitor introduces products that “are so a lot more within your budget to own and simpler to make use of that they enable a whole new population of people to start possessing and the usage of the product, and to achieve this in a more effortless setting.” The very own computer, Sony’s first battery-powered transistor radio, and Canon’s laptop copier are examples. New-market disruptions are numerous as a result of their initial target is new patrons who haven’t been buyers of the outdated products and services, because they require new price networks, and since the aggressive dynamic is a bit of distinctive (because the cost offered via the disruptive competitor increases greater unexpectedly than the wants of based consumers, shoppers leap from the based price community to the new community). besides the fact that children, both styles of disruption produce the equal influence: swift boom in income and earnings for the disruptive competitor and destruction of the based rivals.

    2d, the authors present a wealth of purposeful suggestions for businesses that aspire to be disruptive and develop by overturning the centered management in their business. as an example:

  • seem for brand spanking new-market opportunities in your disruptive technology which are far-off from dependent purchasers, as when Sony popularized transistors as a substitute for vacuum tubes now not within the core laptop radio market but rather in the absolutely new software of handheld portables for kids.
  • Distribute your disruptive expertise via channels that see a disruptive opportunity to boost their margins. Honda did this through selling motorcycles via energy equipment and carrying items retailers (rather than bike purchasers), Sony did it via distributing its transportable radios through cut price shops (no longer equipment stores), and Johnson & Johnson did it by way of advertising and marketing angioplasty to cardiologists (no longer to the cardiac surgeons who function pass operations).
  • when you’re figuring out which operations to keep in-residence, focal point on what you're going to need to grasp in the future with the intention to excel at delivering advancements that valued clientele will trust vital — don’t be troubled in regards to the core knowledge which have served neatly during the past. Vertically combine in the early tiers when product performance and reliability aren’t respectable satisfactory to handle client wants, and seem to be towards modularity and de-integration to cut back expenses as soon as customer wants are absolutely met.
  • at last, Christensen and Raynor speculate about a new value-chain dynamic that creates opportunities for insightful agencies, whether or no longer they intend to be disruptive competitors. They hypothesize that there is a legislations of conservation of gains, plenty like the law of conservation of power in physics: When earnings are drained from one part of a worth chain since the wants of valued clientele are thoroughly met, opportunities for differentiation and profitability are created somewhere else. as an instance, they argue, when PCs didn’t totally meet consumer wants, Apple computing device become in a position to earn first-rate profitability with its drastically more consumer-friendly Macintosh computers, whose usability changed into made feasible during the integration of computing device manufacture and working device. once PCs exceeded the needs of most clients, Apple’s profitability declined, the modular Wintel structure dominated, and new now not-yet-decent-enough opportunities blossomed for Intel in microprocessors and Microsoft within the working equipment. If this hypothetical legislations of conservation of earnings turns out to be valid, then the standard tactic of mapping an business’s profit swimming pools and concentrated on the levels of price brought where earnings are made today will show to be a very terrible method. groups that place themselves at a spot in the price chain the place efficiency isn't yet respectable adequate will catch awesome earnings.

    The Innovator’s answer presents a definitive guide to growth for companies that intend to disrupt their industries, no longer best startups however additionally based organizations. Christensen and Raynor clarify why startups can correctly disrupt an industry more with no trouble than dependent rivals. They catalog lots of the organizational and cultural complications that established businesses face, and they offer just a few feasible options. besides the fact that children, the publication presents little for corporations that don’t intention to be disruptive opponents. although it warns them what to seem out for, it has little tips about the way to grow.

    starting to be the Core BusinessMichael Treacy’s Double-Digit growth: How first rate organizations obtain It — No matter What (Portfolio, 2003) is an ideal complement. For centered corporations, Treacy provides a highway-sensible, entertaining, effortless-to-understand guide, enlivened through a cornucopia of fantastic and bad examples. Treacy argues that the groups that maintain quick boom are masters of a few (as a minimum three) of five increase disciplines:

  • Penetrating existing consumers more deeply
  • Taking business from competitors
  • focused on all of a sudden turning out to be segments
  • Invading adjacent markets
  • coming into new lines of company
  • however these 5 disciplines aren’t fantastic, they make up a really useful framework for managing boom it's closely weighted toward enlargement of the core enterprise, which is the ideal supply of ecocnomic growth for most based companies.

    Treacy shares his personal journey about every boom self-discipline. as an example, he starts the dialogue of deeper penetration of latest clients by means of debunking the overhyped conception of customer loyalty. “consumer loyalty is a contradiction in phrases — an oxymoron,” Treacy writes. “If there ever were any shoppers who would by no means abandon you for a competitor’s product — as they have been all advised at their father’s knee — they're nowhere to be discovered these days. Sentimental loyalty doesn’t exist. businesses which have committed to advanced schemes for client loyalty administration don’t have tons to demonstrate for it.” The oft-mentioned icons of customer loyalty have basically achieved limited results: The repurchase fee of Lexus house owners is decrease than that of Ford pickup owners, Cadillac DeVille house owners, and Buick LeSabre owners; Staples, the office resources retailer, dismantled the advanced, expensive system that tracked the purchases of all its consumers and substituted simple rebates for its largest shoppers; considering commonplace-flyer programs add little to base retention, American airlines advertising capabilities makes a speciality of promoting widespread-flyer miles to other organizations as rewards for their consumers. Even Siebel, the most excellent proponent of client relationship management software, indicates restricted outcomes from consumer loyalty. When an impartial market research firm contacted the testimonial organizations listed on Siebel’s net web page, “sixty one percent of the purchasers had been satisfied that they'd yet to achieve a return on funding after two years with the Siebel applications, which charge an ordinary of $6.6 million over a three-year duration.”

    It’s convenient to criticize Double-Digit boom as a result of what it’s no longer. Treacy doesn’t make a contribution a new thought, can’t claim the credibility of having analyzed a large mass of records, and offers no equipment or new ideas. Some individuals might also complain that the principles Treacy recommends in each increase discipline are evident. for example, “organizations that grow in new traces of company have three features in average. They be aware of a way to: identify, evaluate, and select new traces of business and abilities acquisitions; cost and constitution acquisition deals; and exert financial, managerial, and strategic handle over the received agencies.” Would anyone disagree? Treacy’s vigor isn't in providing some thing enjoyable, however in featuring pragmatic wisdom and straightforward-to-communicate frameworks, as in his old bestseller, The discipline of Market Leaders: select Your purchasers, narrow Your focus, Dominate Your Market (Perseus Publishing, 1995), written with Fred Wiersema.

    becoming by Serving New NeedsThe third booklet, how to develop When Markets Don’t (Warner company Books, 2003), by Adrian Slywotzky and Richard intelligent with Karl Weber, offers a magnificent new idea that may also be the basis of any enterprise’s boom method: demand innovation. Demand innovation is:

    settling on and serving a collection of latest consumer needs, all concentrated on the actions that encompass the products [your company] sells…. while the product sale may be the culmination of the manufacturer’s efforts, it continually marks the starting of the consumer’s. suppose about your own product or service. in case your company is typical, your shoppers spent time, effort, and money deciding the way to use your product, keep it, finance it, save it, and at last eliminate it. it may have complicated interactions with different items or be used as one input to a sophisticated method. it can serve more than one person, each with different wants and priorities.

    To establish these alternatives for demand innovation, Slywotzky and smart suggest that remember to look for methods to assist clients:

  • increase their can charge structure by decreasing waste, extra operating and capital expenses, and method inefficiencies.
  • reduce complexity, make more advantageous selections, and pace their own choices to market.
  • in the reduction of their possibility and volatility.
  • develop their proper-line salary.
  • Slywotzky and wise additionally argue that hidden liabilities avoid establishments from picking out and seizing beautiful growth alternatives. everyone who works in a huge enterprise will recognize the record of 12 hidden liabilities: corporate mind-set, culture and heritage, management and dedication, organizational structure, competencies and capabilities, measurements and incentive systems, budgeting and resource allocation approaches, information techniques, manufacturer/authority, client readiness, investor resistance, and distribution channels/alliances. The authors assert that because two or three liabilities acting together are usually deadly to a boom initiative, the liabilities ought to be recognized, mapped, and even quantified so that middle managers can navigate round them and senior managers can create an organizational gadget greater conducive to boom. Addressing these organizational inhibitors can leap-beginning increase at most organizations.

    despite these strengths, they now have two essential issues about how to develop When Markets Don’t. First, Slywotzky and shrewd greatly overstate the importance of demand innovation. as an instance, in their discussion of Cardinal fitness, the main pharmaceutical distributor within the U.S., the authors ignore the Treacy-like increase in the core business that Cardinal generated from its amazing operational excellence. similarly, the authors cite as successes a few demand innovations, corresponding to Deere’s entry into the landscape distribution company, in spite of the fact that it’s some distance too early to inform if they will truly speed up ecocnomic growth. So reader watch out. Demand innovation is one attractive boom method; it’s certainly not the only advantageous growth method and may not even be probably the most essential.

    Our different predominant issue is that one of Slywotzky and sensible’s most important concepts, “hidden property,” seems to us to be significantly misleading. Their factor that one of the most knowledge that can also be leveraged for growth aren’t necessarily “core” may be theoretically relevant. however to imply that a company construct on its hidden property is to provide it license to do the rest. The relevant aspect, of path, is that profitable increase requires more than the invention of unmet consumer needs: earnings additionally require sophisticated company economics. As Christensen and Raynor emphasize, the superior economics can be grounded in a disruptive expertise. Or, as C.ok. Prahalad and Gary Hamel argued greater than a decade in the past in their Harvard business evaluation article “The Core Competence of the employer,” based corporations can generate advanced economics through building on their core competencies — i.e., on their most important assets. while the belongings that are leveraged can be “hidden,” the reality is that ecocnomic boom most commonly consequences from building on a business’s ideal strengths, that are obvious to all. Cardinal health illustrates the point. Cardinal’s demand improvements in managing prescribed drugs in hospitals had been extraordinarily ecocnomic precisely because they built on the core of Cardinal’s competitive knowledge: its abilities in managing actual distribution. Cardinal’s more latest attempts to construct groups that guide pharmaceutical producers (like dosage formula or scientific assist) — makes an attempt that make much less use of its core potential in drug distribution — have, at least to date, been much less successful in creating superior returns for investors. When hunting for profitable boom, a corporation is lots stronger counseled to look for disruptive technologies or to leverage its core competencies than to focus on its hidden assets. “Hidden assets” could be good advertising for Slywotzky and clever since the phrase is conceptually diverse; as suggestions to organizations, although, it’s severely fallacious.

    the new PropositionNone of these three books tries to present a complete strategy of increase in the method that Michael Porter’s seminal work definitively laid out method as sustained advanced profitability. Yet if they believe that the measure of an effective method — its value proposition — is that it quickens boom, the three books together offer us most of the points of the method. Christensen and Raynor assist us be mindful the fundamental business dynamic and exploitation of advantaged disruptive applied sciences. Slywotzky and wise deliver a magnificent approach to think about picking out and exploiting unmet consumer needs. Treacy helps dependent agencies construct on their core. And all present complementary information on the organizational adjustments required to implement the method.

    Of path, despite the fact that approach’s cost proposition is changing, they are able to nonetheless gain knowledge of from books about optimizing profitability. R. Preston McAfee’s aggressive solutions: The Strategist’s Toolkit (Princeton institution Press, 2002), as an example, belongs on every strategist’s bookshelf. McAfee is an economist with a present for opting for and communicating the premier new pondering via economists about enterprise, translating from commonly abstruse mathematics to clear English and comprehensible examples. McAfee explains economists’ existing considering pricing, auctions, signaling, and incentives — key selections which have make-or-destroy advantage for a corporation. His ebook can aid a client packaged-goods enterprise decide how many bucks may still be spent in promotions, how plenty a telecommunications enterprise should still bid in public auctions of the electromagnetic spectrum, or how a procuring supervisor should still structure auctions. if you're the adult chargeable for a kind of services, McAfee’s ebook helps you do a far better job and makes you a hero. however for a senior supervisor or a person meaning to be a senior manager, the situation isn't so much knowing how to make these decisions; it’s figuring out that there are potent how you can make the right determination and making bound that those tactics are used. comprehend what’s coated in McAfee’s publication in order that you recognize when to take it out of your bookshelf and supply it to the adult answerable for the determination.

    And that returns us to the approach price proposition. The 25-yr decline within the time, attention, and supplies devoted to strategy displays the event of most senior managers that “approach” is just one of many drivers of profitability — and a much much less important driver than functional excellence and helpful execution. In that context, McAfee’s insights simply raise the bar on what’s required in purposeful excellence. but for these of us who trust that the pendulum has swung too some distance and that organizations aren’t sufficiently focused on growing potent recommendations, the question of what might be the new value proposition is essential. Does acceleration of profitable boom require an exceptional strategy? They feel so. The jury remains out on whether or now not boom is the definitive cost proposition for strategy, but it surely’s clear that it's at least a part of it.

    unless your business is likely one of the fortunate few assured that it will possibly generate astonishing profitability and maintain quick boom, then The Innovator’s answer, a way to develop When Markets Don’t, and Double-Digit increase are basic analyzing. considering that every ebook excels in a different element of the increase story, the books are extra potent when read together than when study one by one. together the three books provide a great direction to increase, supported by using examples and functional ideas that severe businesspeople can adapt to speed up profitable increase. And for the strategists obtainable, these books are important steps towards an evolving new cost proposition for method.

    creator Profiles:

    Chuck Lucier (chuck@chucklucier.com) is senior vice president emeritus of Booz Allen Hamilton. he is at the moment writing a e-book and consulting on approach and competencies concerns with chosen shoppers. For Mr. Lucier’s existing publications, see www.chucklucier.com. Jan Dyer (jan@chucklucier.com) spent 12 years at Booz Allen Hamilton, consulting to a whole lot of industries and serving because the company’s first director of highbrow capital. She makes a speciality of strategy and the strategic application of knowledge and studying.



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