Exam 70-695 Deploying Windows Desktops and Enterprise Applications

Exam 70-695 Deploying Windows Desktops and Enterprise Applications

Skills measured
This exam measures your ability to accomplish the technical tasks listed below. The percentages indicate the relative weight of each major topic area on the exam. The higher the percentage, the more questions you are likely to see on that content area on the exam. View video tutorials about the variety of question types on Microsoft exams.

Please note that the questions may test on, but will not be limited to, the topics described in the bulleted text.

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Implement the Operating System Deployment (OSD) infrastructure (21%)
Assess the computing environment
Configure and implement the Microsoft Assessment and Planning (MAP) Toolkit, assess Configuration Manager reports, integrate MAP with Microsoft System Center 2012 Configuration Manager, determine network load capacity
Plan and implement user state migration
Design considerations, including determining which user data and settings to preserve, hard-link versus remote storage, mitigation plan for non-migrated applications, and wipe-and-load migration versus side-by-side migration; estimate migration store size; secure migrated data; create a User State Migration Tool (USMT) package
Configure the deployment infrastructure
Configure Windows Deployment Services (WDS), install and configure Microsoft Deployment Toolkit (MDT), identify network services that support deployments, select Configuration Manager distribution points, support BitLocker
Configure and manage activation
Configure KMS, MAK, and Active Directory–based activation; identify the appropriate activation tool

Implement a Lite Touch deployment (18%)
Install and configure WDS
Configure unicast/multicast, add images to WDS, configure scheduling, restrict who can receive images
Configure MDT
Configure deployment shares, manage the driver pool, configure task sequences, configure customsettings.ini
Create and manage answer files
Identify the appropriate location for answer files, identify the required number of answer files, identify the appropriate setup phase for answer files, configure answer file settings, create autounattend.xml answer files

Implement a Zero Touch deployment (20%)
Configure Configuration Manager for OSD
Configure deployment packages and applications, configure task sequences, manage the driver pool, manage boot and deployment images
Configure distribution points
Configure unicast/multicast, configure PXE, configure deployments to distribution points and distribution point groups
Configure MDT and Configuration Manager integration
Use MDT-specific task sequences; create MDT boot images; create custom task sequences, using MDT components

Create and maintain desktop images (21%)
Plan images
Design considerations, including thin, thick, and hybrid images, WDS image types, image format (VHD or WIM), number of images based on operating system or hardware platform, drivers, and operating features
Capture images
Prepare the operating system for capture, create capture images using WDS, capture an image to an existing or new WIM file, capture an operating system image using Configuration Manager
Maintain images
Update images using DISM; apply updates, drivers, settings, and files to online and offline images; apply service packs to images; manage embedded applications

Prepare and deploy the application environment (20%)
Plan for and implement application compatibility and remediation
Planning considerations, including RDS, VDI, Client Hyper-V, and 32 bit versus 64 bit; plan for application version co-existence; use the Application Compatibility Toolkit (ACT); deploy compatibility fixes
Deploy Office 2013 by using MSI
Customize deployment, manage Office 2013 activation, manage Office 2013 settings, integrate Lite Touch deployment, re-arm Office 2013, provide slipstream updates
Deploy Office 2013 by using click-to-run (C2R)
Configure licensing, customize deployment, configure updates, monitor usage by using the Telemetry Dashboard

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10 key moments in the history of Apple and Microsoft

Apple and Microsoft recently renewed their alliance with the goal of tackling the enterprise market, but the latest partnership is just the most recent turning point in the two companies' intertwined histories. Here are the defining moments that led up to the new pact.

Apple and Microsoft's history of highs and lows
Apple and Microsoft share a common history and bond in the evolution of personal computing. Relations between the two technology pioneers were generally cordial when they were founded in the 1970s, but that sense of mutual respect quickly turned to discord. The founders of both companies were at loggerheads often in the past. Today their new leaders appear determined to bury the hatchet and partner for greater opportunities in the enterprise.

Youthful innocence of the early '80s
Microsoft was a critical Apple ally during the first Macintosh's development. At an Apple event in 1983, Microsoft CEO Bill Gates told attendees Microsoft expected to earn half of its revenues selling Macintosh software the following year. He called the Macintosh, "something that's really new and really captures people's attention."

Jobs ousted from Apple, forms NeXT
In 1985, Apple CEO Steve Jobs was ousted from the company he cofounded nine years earlier. He immediately sold all but one share in Apple to fund the launch of NeXT, where he would spend the next 12 years building computer workstations for higher education and business.

Jobs says Microsoft has 'no taste'
"The only problem with Microsoft is they just have no taste," Jobs said in the 1996 "Triumph of the Nerds" TV documentary. "They have absolutely no taste. And I don't mean that in a small way, I mean that in a big way, in the sense that they don't think of original ideas, and they don't bring much culture into their products."

Jobs returns to Apple, partners with Microsoft
When Apple acquired NeXT in 1997 and brought Steve Jobs back into the fold, the company was in disarray amid growing uncertainty about the future of Microsoft Office for Mac. During his keynote address at the Macworld Expo that year, Jobs extolled the virtues of partnering with industry leaders and spoke of the need to improve Apple's partner relations.

Gates addresses the Apple faithful in 1997
"Microsoft is going to be part of the game with us as we restore this company back to health," Jobs said at Macworld, before asking Gates to address the crowd via satellite.

"We think Apple makes a huge contribution to the computer industry," Gates said. "We think it's going to be a lot of fun helping out."

Gates and Jobs take the stage together in 2007
A seminal moment occurred between the leaders of both companies when Gates and Jobs jointly took the stage for an interview at the D5 conference. Both men praised each other in their own ways. Jobs commended Gates for building the first software company in the world, but Gates was more flattering. "What Steve's done is quite phenomenal," he said.

'Memories longer than the road ahead'
When Jobs was asked to describe the greatest misunderstanding of his relationship with Gates, he said: "I think of most things in life as either a Bob Dylan or a Beatles song, but there's that one line in that one Beatles song — 'You and I have memories longer than the road that stretches out ahead' — and that's clearly very true here."

Apple invites Microsoft exec on stage for iPad demo
A new era of partnership buoyed by opportunities in the enterprise began to blossom in the early-2010s. At Apple's September 2015 new product event in San Francisco, the company invited Kirk Koenigsbauer, vice president of Microsoft Office, on stage to demonstrate Office 365 apps working in split-screen mode on an iPad Pro.

Microsoft CEO uses iPhone at Dreamforce
At Salesforce's 2015 Dreamforce conference, Microsoft CEO Satya Nadella demoed the company's iOS apps on an iPhone. When Nadella did the once unthinkable, using an iPhone on stage, he acknowledged it as such but also made clear that it wasn't his phone. "It is a pretty unique iPhone," he said. "I like to call it the iPhone Pro because it has all the Microsoft software and applications on it … It's pretty amazing."

Apple CEO Tim Cook doesn't hold a grudge
During a keynote at cloud-storage company Box's BoxWorks conference in September 2015, when asked about the company's renewed relationship with Microsoft, Apple CEO Tim Cook said he doesn't believe in holding grudges. "If you think back in time, Apple and IBM were foes. Apple and Microsoft were foes," Cook said. "Apple and Microsoft still compete today, but frankly Apple and Microsoft can partner on more things than we could compete on, and that's what the customer wants."

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5 ways, shore, security, BYOD strategy

Ask most computer pros to talk about IT security, and you’ll likely hear about all sorts of external threats, like malware, hackers, spyware, DOS attacks and the like. But what if the bigger – and more costly – threat comes from within?

The now infamous Ashley Madison website has had a pretty successful run at helping its clientele be disloyal. So perhaps some would view it as poetic justice if the website became one of the most scandalous breaches in history at the hands of one of its own.

At least that is the conclusion of IT security analyst John McAfee, who noted recently “yes, it is true. Ashley Madison was not hacked – the data was stolen by a woman operating on her own who worked for Avid Life Media.”

If true, the fact that the Ashley Madison breach was due to an internal, and not external, threat shouldn’t come as too big a surprise. Many IT security studies this year have pointed to the growing threat of insider data theft and corporate breaches.

In some cases, insider threats can be more financially damaging and more difficult to defend against. After all, external threats involve someone trying to break in. The insider threat already has the keys to the front door and knows where the family jewels are stored.

Still, external and internal threats often share one key motive – the desire to profit from data. With external threats, hackers are traditionally looking to steal data that they can sell in the black market. With internal threats, the incident may involve an employee – or former employee – looking to cash in on something they developed or strategic information that competitors want.

That was the case this January in Boston, when the Proctor & Gamble Company filed suit against four former Gillette Company employees, accusing them of wrongfully using and disclosing confidential information and trade secrets to a direct competitor.

In July, an employee of Merit Health Northwest Mississippi was accused of removing patient information from the facility over a two year period without authorization. The employee reportedly stole patient names, addresses, dates of birth, Social Security numbers, health plan information and clinical information, all for the purpose of identity theft.

Perhaps the most difficult to defend against is the disgruntled employee, notes Jane LeClair, chief operating officer at the National Cybersecurity Institute, which tracks data breach incidents. One might be tempted to think the NCI spends the lion’s share of its time on external data breaches, but insider threats have become a top concern.

“Insider threats are something that most organizations don’t have a terribly high focus on today,” LeClair believes. “I think there is a lot to be done in that area. We, as Americans, are really a very trusting people. So it’s hard for a lot of organizations – especially smaller organizations – [to view employees as a primary threat].”

Obviously most aren’t. But enough are, or could be, that employers need to be looking over both shoulders – one facing outside and the other in, LeClair indicates.

“In many cases, when we talk insider threat, the person may no longer be with the company – so if you add that piece to the definition you can see why it becomes pretty big; much bigger than people probably think about,” LeClair notes. “People who leave may be angry or frustrated, or are laid off. You can understand why the company wants to get them out quickly because they can have that need for revenge in some cases.”

Or they may still be with the company but are disengaged.
“They feel unappreciated or unfulfilled. They are hard workers but they don’t feel that the organization is appreciating them or recognizing them, or perhaps not paying them what they feel they’re worth. That’s another level of dissatisfaction that is very frequently thought about. I would say that’s probably one of the bigger reasons.”

Then there is a relatively new insider threat which may prove to be among the most dangerous – the politically motivated perpetrator.

“I’ve always looked at from the human perspective,” explains Candy Alexander, an IT security consultant and former chief information security officer. “It’s important to note if you are a security person or an IT person to pay attention to what is going on in our society with current events. It will be reflected into the electronic world. In our society and culture today there is a lot of intolerance for lots of things. We’re seeing that through sorts of events.”

A different moral compass
Could social conscious be a motivating factor in the Ashley Madison case? It’s still too early to tell, but some IT security experts tell CIO that it is certainly possible.

Since word of the Ashley Madison breach broke in July, many IT security experts and forensics professionals began debating the source of the attack, which revealed the email addresses of millions of account holders and site visitors. Many immediately suspected an insider threat, since the culprit(s) seemed to know too much about the firm’s technology.

Clearly some individual, or individuals, had an all access pass to the company’s systems.

Accidental exposure
Many top IT security experts believe that the most common form of insider data threat is that of accidental exposure – an employee unintentionally and unwittingly creating a vulnerable situation or allowing data to be accessed. That certainly accounts for many threat incidents.

“All companies are going to have the possibility of this occurring because accidents do commonly occur, and I do believe that accidental exposure is much more common than intentional harm,” explains Meg Anderson, chief information security officer at Principal Financial Group.

“So lack of awareness is one cause of accidents – such as lost laptops, misdirected email, even paper reports that are still walking out of companies,” Anderson says. “Those are relatively small incidents. But we also have data on all kinds of new devices now, so we’ve added possibilities of iPhones being hacked, tablets, etc.” They all run the risk of financial loss, fines, lost customers, plus the potential loss of reputation.

Insider threats also vary depending on what the organization does and the type of data it collects, Anderson says.

“There are a lot of scenarios and I think a lot of it depends on the organization. You cannot discount financial gain. There are going to be insiders that want to make money on your data and on your intellectual property. It could involve insider trading – having authorized access and passing that along to somebody else. “

“The third thing I can think of is that a lot of times employees think that they own what they work on while they’re at work. One thing that is often compromised is source code – programmers thinking they own their source code. They may also be temporary contract employees that work for us. They take that code from company to company, because you do reuse code, and it makes sense to them that it is their property.”

Still, Anderson agrees that it the disgruntled employee that probably poses the greatest theat.

“When we talk about intentional damage it could be far more impactful because it’s less likely to be noticed and it also could go on for some time – a ‘slow flow’ sort of approach,” Anderson says.

To spot a thief
So how do you spot the potential data thief in your midst?

It starts with observing behavior, notes Ganesan (Ravi) Ravishanker, CIO at Wellesley College, in Massachusetts.

“We do the usual best practices,” Ravishanker says. “Most of us rely on the annual audit. We create the best practice controls and do the best we can. We also rely on the business units to partner with us to be able to develop controls, to develop reports; we do have very comprehensive reports that we generate on which users have access to what data. That gets adjusted because people’s roles change. We need to make sure that we keep people’s access as limited as possible.”

But technology is only part of the solution. It is equally important is to watch for changes in user behavior, Ravishanker says.

“One of the big things is really looking at changes in employee behavior,” LeClair agrees. “Maybe their work performance is dropping off or they’re arriving later. Conceivably it could even be better work performance in that they’re grabbing data. Or behavior toward other employees might be something that you notice.”

Finally, in addition to all the best security practices that an organization should focus on, the bottom line is how well the organization treats its workers.

“The thing I feel best about is that we have a Best Place to Work, and it’s on the Best Place to Work list for a reason,” Anderson concludes. “I do think that if you have fully engaged employees that feel appreciated and that their work is being recognized, they are less likely to feel that they want to commit crime on the job.”

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