Exam 77-418 Word 2013

Exam 77-418 Word 2013

Published: February 28, 2013
Languages: English
Audiences: Information workers
Technology: Microsoft Office 2013 suites
Credit toward certification: MOS

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.

Do you have feedback about the relevance of the skills measured on this exam? Please send Microsoft your comments. All feedback will be reviewed and incorporated as appropriate while still maintaining the validity and reliability of the certification process. Note that Microsoft will not respond directly to your feedback. We appreciate your input in ensuring the quality of the Microsoft
Certification program.

If you have concerns about specific questions on this exam, please submit an exam challenge.


Create and manage documents
Create a document
Creating new blank documents, creating new documents using templates, importing files, opening non-native files directly in Word, opening a PDF in Word for editing
Navigate through a document
Searching for text within document, inserting hyperlinks, creating bookmarks, using Go To
Format a document
Modifying page setup, changing document themes, changing document style sets, inserting simple headers and footers, inserting watermarks, inserting page numbers
Customize options and views for documents
Changing document views, using zoom, customizing the quick access toolbar, customizing the ribbon, splitting the window, adding values to document properties, using show/hide, recording simple macros, assigning shortcut keys, managing macro security
Configure documents to print or save
Configuring documents to print, saving documents in alternate file formats, printing document sections, saving files to remote locations, protecting documents with passwords, setting print scaling, maintaining backward compatibility

Preparation resources
Basic tasks in Word 2013
Create your first Word 2013 document (training)
Move around in a document using the navigation pane

Format text, paragraphs, and sections
Insert text and paragraphs
Appending text to documents, finding and replacing text, copying and pasting text, inserting text via AutoCorrect, removing blank paragraphs, inserting built-in fields, inserting special characters
Format text and paragraphs
Changing font attributes, using find and replace to format text, using format painter, setting paragraph spacing, setting line spacing, clearing existing formatting, setting indentation, highlighting text selections, adding styles to text, changing text to WordArt, modifying existing style attributes
Order and group text and paragraphs
Preventing paragraph orphans, inserting breaks to create sections, creating multiple columns within sections, adding titles to sections, forcing page breaks

Preparation resources
Insert fields
Copy formatting using the format painter
Add a page break

Create tables and lists
Create a table
Converting text to tables, converting tables to text, defining table dimensions, setting AutoFit options, using quick tables, establishing titles
Modify a table
Applying styles to tables, modifying fonts within tables, sorting table data, configuring cell margins, using formulas, modifying table dimensions, merging cells
Create and modify a list
Adding numbering or bullets, creating custom bullets, modifying list indentation, modifying line spacing, increasing and decreasing list levels, modifying numbering

Preparation resources
Insert a table
Convert text to a table or a table to text
Change bullet style

Apply references
Create endnotes, footnotes, and citations
Inserting endnotes, managing footnote locations, configuring endnote formats, modifying footnote numbering, inserting citation placeholders, inserting citations, inserting bibliography, changing citation styles
Create captions
Inserting endnotes, managing footnote locations, configuring endnote formats, modifying footnote numbering, inserting citation placeholders, inserting citations, inserting bibliography, changing citation styles

Preparation resources
Add footnotes and endnotes
Create a bibliography

Insert and format objects
Insert and format building blocks
Inserting quick parts, inserting textboxes, utilizing building locks organizer, customizing building blocks
Insert and format shapes and SmartArt
Inserting simple shapes, inserting SmartArt, modifying SmartArt properties (color, size, shape), wrapping text around shapes, positioning shapes
Insert and format images
Inserting images, applying artistic effects, applying picture effects, modifying image properties (color, size, shape), adding uick styles to images, wrapping text around images, positioning images

Preparation resources
Quick parts
Change the color of a shape, shape border, or entire SmartArt graphic
Move pictures or clip art

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70-695 Deploying Windows Desktops and Enterprise Applications

70-695 Deploying Windows Desktops and Enterprise Applications
Published: January 23, 2015
Languages: English
Audiences: IT professionals
Technology: Windows 8.1, Windows Server 2012 R2
Credit toward certification: MCP, MCSE

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.

Do you have feedback about the relevance of the skills measured on this exam? Please send Microsoft your comments. All feedback will be reviewed and incorporated as appropriate while still maintaining the validity and reliability of the certification process. Note that Microsoft will not respond directly to your feedback. We appreciate your input in ensuring the quality of the Microsoft Certification program.

If you have concerns about specific questions on this exam, please submit an exam challenge.

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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HP is now two companies. How did it get here?

HP's split follows more than a decade of scandals and missteps

If Hollywood wanted a script about the inexorable decline of a corporate icon, it might look to Hewlett-Packard for inspiration. Once one of Silicon Valley's most respected companies, HP officially split itself in two on Sunday, betting that the smaller parts will be nimbler and more able to reverse four years of declining sales.

HP fell victim to huge shifts in the computer industry that also forced Dell to go private and have knocked IBM on its heels. Pressure from investors compelled it to act. But there are dramatic twists in HP's story, including scandals, a revolving door for CEOs and one of the most ill-fated mergers in tech history, that make HP more than a victim of changing times.

HP isn't down and out: It could still confound skeptics and return some of its former glory. But the breakup is an inauspicious moment for a company that was once one of the tech industry's finest. Here are some of the events that got HP to where it is today.

The Compaq acquisition: Much has been said about HP’s 2001 buyout of its larger PC rival, and the story is back in the news thanks to then-CEO Carly Fiorina’s U.S. presidential campaign. Without getting bogged down in whether Carly made a huge error, it’s safe to say that the deal did not set HP up for the future. Dell’s direct sales model was about to turn the industry on its head, and tablets and smartphones would deal a blow from which PCs have never recovered. HP bet big on a losing horse.

The pretexting scandal: You want a movie script? In 2006, HP admitted it had hired private investigators who spied on its own board members to figure out who was leaking company information to journalists. Criminal charges against HP executives were eventually dropped, but it cost the jobs of board chair Patricia Dunn and several other top staff. It was an embarrassing distraction at a time when HP needed to get down to business.

The EDS purchase: Buying a big IT services company in 2008 looked like a smart way for HP to diversify into more profitable areas, but HP “never unlocked the value from the deal they were looking for,” says IDC analyst Crawford Del Prete. Soon after, the market turned from large outsourcing deals to smaller contracts, and HP was riding the wrong horse again. Its services business continues to struggle.

Mark Hurd scandal: Like Fiorina, Hurd is a divisive figure for HP watchers. What's undeniable is that his relationship with R-rated movie actress Jodie Fisher cost him his job and kicked off a disastrous string of events for HP. More contentious is whether Hurd’s rampant cost-cutting stunted innovation and set HP up to fail. Del Prete doesn’t see it that way: Hurd slashed expenses, was adored by Wall Street, and probably would have reinvested some of those savings in the long term, he says. Regardless, his ouster kicked off the most damaging period in HP’s history. Hurd was forced to resign, ostensibly over an inaccurate expense report. If only his successor's missteps had been so trivial.

Leo Apotheker. Oh Leo, what were you thinking? Or maybe that’s a question for HP’s board. The former SAP chief took over from Hurd in September 2010 and managed to do a lot of damage before his ouster 11 months later. "He was really a software sales and marketing executive," says Del Prete. "He had a hammer and everything became a nail." Among the highlights of his tenure:

The Autonomy debacle: The New York Times has called it “the worst corporate deal ever,” and it’s hard to argue it didn’t contribute mightily to HP’s woes. HP shelled out $11.1 billion for the U.K. software maker and took a write-down of $8.8 billion the following year, effectively admitting that it had drastically overpaid. HP claims it was hoodwinked by Autonomy's management, and lawsuits are ongoing, but there’s evidence that HP rushed the deal without knowing what it was getting into. It was another big distraction for HP and gave more ammunition to investors who wanted change at the company.

The PC blunder: At the same time it bought Autonomy, Apotheker announced that HP was considering a sale of its PC division. It wasn’t a terrible idea — IBM did the same and hasn’t looked back — but dithering about it in public for many months caused uncertainty that hurt HP’s business and helped its rivals.Apotheker also killed off HP's webOS smartphones and tablets, which HP gained when it bought Palm for $1 billion a year earlier. At a time when smartphones were the hottest item in tech, it was a curious decision, to say the least.

Revolving doors: Before a year was up, HP’s board had had enough and Apotheker was replaced by Meg Whitman, the company's third CEO in 13 months. Her first move: announcing that HP would keep its PC division after all. Whitman seemed an unlikely choice after her 10 years running Ebay, but she's won praise for making the best of a tough assignment.

Cloud confusion: It's an open question whether an enterprise IT company needs its own public cloud, but it's now clear that HP won't have one. It said a few weeks ago it will shut down its Helion cloud services in January, and focus instead on "hybrid" infrastructure and partnering with other cloud providers. HP's public cloud was another initiative started by Apotheker, though one wonders if HP couldn't have done a bit more with it after four years of effort.

None of these events alone landed HP where it is today. The move to cloud computing and collapsing PC market played a role, along with the ongoing decline in proprietary high-end Unix systems. The failure of Intel’s Itanium processor, on which HP bet the farm in systems, was also a major setback.

Despite all the missteps, the two HPs remain formidable entities, each with some $50 billion in revenue. HP Inc., which will sell PCs and printers, is unlikely to produce much growth, but the PC business can generate a good amount of cash, as Michael Dell has proved. And the core infrastructure business of Hewlett-Packard Enterprise has "never been executing better," according to IDC's Del Prete, who pointed to its 3Par storage gear and industry-standard servers.

"We don't see customers being at risk from the split," he said, meaning IDC isn't advising HP customers to shop around.

What matters, he says, is whether Hewlett-Packard Enterprise can make the right acquisitions and partnerships over the next 24 months to bring back some growth.

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