MB-700 Free Practice Questions — Page 6

Question 50

HOTSPOT - 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 first 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 - Overview - CoHo Vineyard and Winery is based in the United States. The company has a single vineyard. The company distributes full pallets of wine worldwide and sometimes sells wine by using a private label. Grape growing and wine production operations are owned and operated by a third-party company. The company uses bottles, accessories, and other disposables from a company in China. CoHo Vineyard and Winery opens a second location. This location manages inventory for Wine Club members and includes a wine tasting room. The location also includes a warehouse and distribution center. The wine club currently has 200 members. The company hopes to increase this number. The company holds events for club members in the tasting room and ships both full cases and individual bottles to members. The tasting room is not treated as a retail store. All sales to club members only and purchases must be made on-account. Company structure - The following graphic shows the company structure: Organization - The current organizational chart and roles are as follows: Current environment - Coho Vineyard and Winery currently uses manual processes for most of its operations. The company stores names and phone numbers for club members and prospective club members in a Microsoft Excel workbook. The sales team currently tracks club membership in a separate system. Sales team stock awards are granted on a three-year basis. The solution for the sales team cannot be replaced for three years. • The types of wine, such as cabernet sauvignon and red blends are tracked as separate items. Each item will have a year associated with it, such as Red Blend 2017, 2018, 2019, etc. The items are updated for the year association annually. • Peak times for order entry could be in the hundreds. This typically happens when first and second shift workers overlap and all users are on the system, as well as orders imported in. • Packaging materials, bottles, and accessories are received in the warehouse FOB Destination from the manufacturer in China. • Each retailer has individual item numbers, barcode placement, descriptions and other additions such as pictures and details of the wine year and flavor notes. CoHo Vineyard and Winery has outgrown their legacy ERP system and plans to implement Dynamics 365 Finance. CoHo wants to use out-of-the-box tools which are linked to the system where possible and not create new tools. Requirements - Licensing and organization - • Only the President/CEO, CFO, COO, Controller and VP Operations users must be able to access finance and warehouse features. • Warehouse users must only have access to warehouse function. All other users must have access to finance functions. • The distribution center must have mobile scanners for the warehouse. The tasting room will not have mobile scanners. • The inventory cost must be tracked separately by distribution center or tasting room. Club membership and events - • You must ensure the members created in their existing system are also customers in Dynamics 365 Finance and that the customers do not exist in both systems under multiple record numbers. • When tasting events are planned, text notifications must be sent out to the club members. • Text notifications must be sent out to non-club members to encourage the non-members to join the club. • During tasting events, CoHo will need access to place orders during the event but will not have the need for cash registers. Warehouse and shipping - • The system must be able to track inventory throughout the whole warehouse process. • A Certificate of Origin must accompany each shipment. • Private label items that are shipped to retailers must be stored and costed as a single item number at CoHo. • The system must be able to compare year-to-year performance of a single wine type. Implementation - • Business processes must be documented as step-by-step processes and must align with the process flows in a visual format. • Data will be migrated and is a requirement for order entry. • Data migration must be completed prior to testing. • You must track each step of process validation so that the users have ownership for their individual functional areas. The tracking system used should be integrated with the system where possible. Issues - • Users are struggling to understand the new system’s processes. • CoHo is concerned that the go-live will may not go smoothly. You need to recommend which type of Dynamics 365 licenses are needed. What should you recommend? To answer, select the appropriate options in the answer area. NOTE: Each correct selection is worth one point.

Question 51

A company has identified a bug in Dynamics 365 Supply Chain Management. The bug has been found in the Lifecycle Services (LCS) Issue search tool with an open status and no hotfix attached. You need to determine how the company should respond to this situation. What should you recommend?

Question 52

DRAG DROP - A-company plans to implement Dynamics 365 Supply Chain Management in multiple countries. You are planning the solution blueprint workshop. You need to identity which artifacts to include in the solution blueprint. Which artifact should you identify for each requirement? To answer, move the appropriate artifact to the correct requirement. You may use each artifact once, more than once, or not at all. You may need to move the split bar between panes or scroll to view content. NOTE: Each correct selection is worth one point.

Question 53

A company is implementing Dynamics 365 and Microsoft Power Platform. You need to export only the modified forms that are part of a solution update. Which option should you use?

Question 54

A customer who has operations in France is implementing Dynamics 365 Finance. The customer must provide European Union (EU) intra-region value added tax (VAT) reporting in XML format from the system. You need to determine which functionality within Dynamics 365 Finance meets the requirement. Which functionality should the customer use?

Question 55

A company implements Dynamics 365 Finance. The company needs to create balance statements for customers by using a SQL Server Reporting Services (SSRS) report. The report must contain custom branding that users can choose through print management capabilities. The branding must be created by a user that does not have the ability to access a Microsoft Visual Studio environment. You need to recommend a solution. What should you recommend?

Question 56

HOTSPOT - 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 first 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 - Blue Yonder Airlines is a private airline company established in 1963 in Boston. The company completes over 2,000 flights a day with flights operating exclusively in North America. Blue Yonder Airlines is in the planning phase for replacing its current enterprise resource planning (ERP) with Dynamics 365 Finance, Supply Chain Management, and Commerce and is making solution architecture decisions prior to engaging the remainder of the implementation team. Current environment - Technology - • Blue Yonder Airlines operates on a custom-built ERP solution. • Blue Yonder Airlines uses a proprietary reporting and analytics platform that reports on data between multiple systems, including the ERP solution. • The ERP solution automatically pushes transactional data every five minutes to a separate database that the reporting and analytics platform uses for sales and operations planning (S&OP) activities. • SQL Server Reporting Services (SSRS) reports are used for several financial reports that are sent to vendors in the existing ERP solution. • Users utilize a third-party tool that selects alternate layouts of the reports depending on the users' requirements. • Blue Yonder Airlines currently uses Microsoft 365 and Office 365. Implementation - • The implementation of new solutions and features follows an Agile implementation strategy. • Blue Yonder Airlines has several highly skilled project managers. • Blue Yonder Airlines has a live Microsoft Dataverse instance that runs several model driven Microsoft Power Apps apps. Several initiatives using Microsoft Power Automate and Power Virtual Agents are in the middle of implementations. Development - • There are five different functional groups, called pods, which fully own their development cycles for different functionality in their ERP. • All code is deployed and managed by using Microsoft Visual Studio projects. • All development environments are currently hosted by a third-party company. The current costs are very expensive. • Blue Yonder Airlines plans to use the new ERP implementation to address performance and integration issues. Licensing - • Blue Yonder Airlines does not require licensing on its ERP solution because the system is custom. • Most users have more access within the ERP solution than required. Requirements - Technology - • The previous custom ERP data will be replaced with Dynamics 365 Finance and Operations apps in the current reporting and analytics platform. • Only native Dynamics 365 capabilities should be used. • The level of effort required from IT staff must remain the same. • Standard SSRS reports will be used. • The current third-party financial reporting tool does not integrate with Dynamics 365. • Blue Yonder Airlines has a highly experienced in-house team of implementation experts. It will implement Dynamic by using only internal employees. No Microsoft partner will be engaged in the implementation. Data - • Historical data will remain in the current system for reporting purposes. • Some sample data that needs to be migrated to Dynamics 365 includes: o Data set 1 - Active airplanes - Planes that actively transport customers o Data set 2 - Queued flights - Completed flights but not yet invoiced will be migrated o Data set 3 - Flight consumption measurement - Units of measurement of gasoline consumed per flight o Data set 4 - VIP customers - Customers that average $3,000 USD per flight Development - • Each of the pods' development teams must be able to deploy all of its code independently from one another. • Overlayering of base Microsoft or third-party code must be prevented. • Each developer must have their own environment. • Development environment costs should be as low as possible. • Developers should be able to access their development environments 24 hours a day. • The development team must create a performance strategy that involves the functional implementation team and the different development teams by using Microsoft recommendations. User configuration - • To save on implementation costs. Blue Yonder Airlines will determine which base security roles to assign to which users to conduct their day-to-day operations. Only base security roles will be used without modification. Issues - Development - • The development and functional teams are not taking ownership of the performance benchmark testing. There are no functional designs, benchmark scenarios, or expectations setting created to date. Security - • Blue Yonder Airlines does not know how to configure the security of the users to enable access to complete its day-to-day operations. Licensing - • A licensing compliance audit has determined that the correct number of employees are added to the system but too many base and attach licenses are being used. • Some users will likely have to consolidate duties to maintain compliance. You need to identify the strategy for each application lifecycle management (ALM) component. Which strategy should you use for each ALM component? To answer, select the appropriate options in the answer area. NOTE: Each correct selection is worth one point.

Question 57

DRAG DROP - 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 first 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 - Blue Yonder Airlines is a private airline company established in 1963 in Boston. The company completes over 2,000 flights a day with flights operating exclusively in North America. Blue Yonder Airlines is in the planning phase for replacing its current enterprise resource planning (ERP) with Dynamics 365 Finance, Supply Chain Management, and Commerce and is making solution architecture decisions prior to engaging the remainder of the implementation team. Current environment - Technology - • Blue Yonder Airlines operates on a custom-built ERP solution. • Blue Yonder Airlines uses a proprietary reporting and analytics platform that reports on data between multiple systems, including the ERP solution. • The ERP solution automatically pushes transactional data every five minutes to a separate database that the reporting and analytics platform uses for sales and operations planning (S&OP) activities. • SQL Server Reporting Services (SSRS) reports are used for several financial reports that are sent to vendors in the existing ERP solution. • Users utilize a third-party tool that selects alternate layouts of the reports depending on the users' requirements. • Blue Yonder Airlines currently uses Microsoft 365 and Office 365. Implementation - • The implementation of new solutions and features follows an Agile implementation strategy. • Blue Yonder Airlines has several highly skilled project managers. • Blue Yonder Airlines has a live Microsoft Dataverse instance that runs several model driven Microsoft Power Apps apps. Several initiatives using Microsoft Power Automate and Power Virtual Agents are in the middle of implementations. Development - • There are five different functional groups, called pods, which fully own their development cycles for different functionality in their ERP. • All code is deployed and managed by using Microsoft Visual Studio projects. • All development environments are currently hosted by a third-party company. The current costs are very expensive. • Blue Yonder Airlines plans to use the new ERP implementation to address performance and integration issues. Licensing - • Blue Yonder Airlines does not require licensing on its ERP solution because the system is custom. • Most users have more access within the ERP solution than required. Requirements - Technology - • The previous custom ERP data will be replaced with Dynamics 365 Finance and Operations apps in the current reporting and analytics platform. • Only native Dynamics 365 capabilities should be used. • The level of effort required from IT staff must remain the same. • Standard SSRS reports will be used. • The current third-party financial reporting tool does not integrate with Dynamics 365. • Blue Yonder Airlines has a highly experienced in-house team of implementation experts. It will implement Dynamic by using only internal employees. No Microsoft partner will be engaged in the implementation. Data - • Historical data will remain in the current system for reporting purposes. • Some sample data that needs to be migrated to Dynamics 365 includes: o Data set 1 - Active airplanes - Planes that actively transport customers o Data set 2 - Queued flights - Completed flights but not yet invoiced will be migrated o Data set 3 - Flight consumption measurement - Units of measurement of gasoline consumed per flight o Data set 4 - VIP customers - Customers that average $3,000 USD per flight Development - • Each of the pods' development teams must be able to deploy all of its code independently from one another. • Overlayering of base Microsoft or third-party code must be prevented. • Each developer must have their own environment. • Development environment costs should be as low as possible. • Developers should be able to access their development environments 24 hours a day. • The development team must create a performance strategy that involves the functional implementation team and the different development teams by using Microsoft recommendations. User configuration - • To save on implementation costs. Blue Yonder Airlines will determine which base security roles to assign to which users to conduct their day-to-day operations. Only base security roles will be used without modification. Issues - Development - • The development and functional teams are not taking ownership of the performance benchmark testing. There are no functional designs, benchmark scenarios, or expectations setting created to date. Security - • Blue Yonder Airlines does not know how to configure the security of the users to enable access to complete its day-to-day operations. Licensing - • A licensing compliance audit has determined that the correct number of employees are added to the system but too many base and attach licenses are being used. • Some users will likely have to consolidate duties to maintain compliance. You need to select the appropriate record type for the data migration data set. Which record type should you use for each data set? To answer, move the appropriate record type to the correct data set. You may use each record type once, more than once, or not at all. You may need to move the split bar between panes or scroll to view content. NOTE: Each correct selection is worth one point.

Question 58

HOTSPOT - 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 first 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 - Blue Yonder Airlines is a private airline company established in 1963 in Boston. The company completes over 2,000 flights a day with flights operating exclusively in North America. Blue Yonder Airlines is in the planning phase for replacing its current enterprise resource planning (ERP) with Dynamics 365 Finance, Supply Chain Management, and Commerce and is making solution architecture decisions prior to engaging the remainder of the implementation team. Current environment - Technology - • Blue Yonder Airlines operates on a custom-built ERP solution. • Blue Yonder Airlines uses a proprietary reporting and analytics platform that reports on data between multiple systems, including the ERP solution. • The ERP solution automatically pushes transactional data every five minutes to a separate database that the reporting and analytics platform uses for sales and operations planning (S&OP) activities. • SQL Server Reporting Services (SSRS) reports are used for several financial reports that are sent to vendors in the existing ERP solution. • Users utilize a third-party tool that selects alternate layouts of the reports depending on the users' requirements. • Blue Yonder Airlines currently uses Microsoft 365 and Office 365. Implementation - • The implementation of new solutions and features follows an Agile implementation strategy. • Blue Yonder Airlines has several highly skilled project managers. • Blue Yonder Airlines has a live Microsoft Dataverse instance that runs several model driven Microsoft Power Apps apps. Several initiatives using Microsoft Power Automate and Power Virtual Agents are in the middle of implementations. Development - • There are five different functional groups, called pods, which fully own their development cycles for different functionality in their ERP. • All code is deployed and managed by using Microsoft Visual Studio projects. • All development environments are currently hosted by a third-party company. The current costs are very expensive. • Blue Yonder Airlines plans to use the new ERP implementation to address performance and integration issues. Licensing - • Blue Yonder Airlines does not require licensing on its ERP solution because the system is custom. • Most users have more access within the ERP solution than required. Requirements - Technology - • The previous custom ERP data will be replaced with Dynamics 365 Finance and Operations apps in the current reporting and analytics platform. • Only native Dynamics 365 capabilities should be used. • The level of effort required from IT staff must remain the same. • Standard SSRS reports will be used. • The current third-party financial reporting tool does not integrate with Dynamics 365. • Blue Yonder Airlines has a highly experienced in-house team of implementation experts. It will implement Dynamic by using only internal employees. No Microsoft partner will be engaged in the implementation. Data - • Historical data will remain in the current system for reporting purposes. • Some sample data that needs to be migrated to Dynamics 365 includes: o Data set 1 - Active airplanes - Planes that actively transport customers o Data set 2 - Queued flights - Completed flights but not yet invoiced will be migrated o Data set 3 - Flight consumption measurement - Units of measurement of gasoline consumed per flight o Data set 4 - VIP customers - Customers that average $3,000 USD per flight Development - • Each of the pods' development teams must be able to deploy all of its code independently from one another. • Overlayering of base Microsoft or third-party code must be prevented. • Each developer must have their own environment. • Development environment costs should be as low as possible. • Developers should be able to access their development environments 24 hours a day. • The development team must create a performance strategy that involves the functional implementation team and the different development teams by using Microsoft recommendations. User configuration - • To save on implementation costs. Blue Yonder Airlines will determine which base security roles to assign to which users to conduct their day-to-day operations. Only base security roles will be used without modification. Issues - Development - • The development and functional teams are not taking ownership of the performance benchmark testing. There are no functional designs, benchmark scenarios, or expectations setting created to date. Security - • Blue Yonder Airlines does not know how to configure the security of the users to enable access to complete its day-to-day operations. Licensing - • A licensing compliance audit has determined that the correct number of employees are added to the system but too many base and attach licenses are being used. • Some users will likely have to consolidate duties to maintain compliance. You need to select the design approach for the reporting requirements. Which design approach should you use for each requirement? To answer, select the appropriate options in the answer area. NOTE: Each correct selection is worth one point.

Question 59

DRAG DROP - A company plans to implement Dynamics 365 Supply Chain Management and Dynamics 365 Customer Service. The company has two call centers. The company owns one call center, and the other is a third-party call center. All call center orders flow through to one distribution center for shipping. The third-party call center will not be moving to Dynamics 365 Customer Service. The distribution center ships incorrect item quantities to customers as a result of the following scenarios: • The company-owned call center places orders in which the unit of measure conversion logic does not convert properly from case to each. • The third-party call center uses an on-premises solution that frequently has network outages and cannot handle bi-directional asynchronous operations. Call center data must flow through Microsoft Dataverse. You must recommend an integration pattern for the Microsoft Dynamics 365 implementation for each call center solution. Which integration patterns should you recommend? To answer, drag the appropriate integration patterns to the correct requirements. Each integration pattern may be used once, more than once, or not at all. You may need to drag the split bar between panes or scroll to view content. NOTE: Each correct selection is worth one point.