How one software developer lived entirely on Android

I made the switch to an (almost) entirely Android environment, and you can too.

Over the last few months, my household has become increasingly “Android-centric.” Between my Nexus 7 and my Samsung S3, roughly 90% of my computing needs (reading news, email, messaging, etc.) have been taken care of. Even my game console and TV have become Android-powered (with mixed results).

This got me thinking...

Would it be possible for me to live entirely on Android devices? This ends up being a pretty tall order, as my “work life” is pretty all over the map. In order for this to be viable, I need a way to build Linux, Windows, Mac and DOS software, as well as do general web development, write and do some graphic design for my comics.

Basically, I'm asking my Nexus 7 to be a complete desktop PC replacement – which it was never really meant to do. No PC. No Linux (other than within Android). No Windows. No Mac. No laptops. No desktops. Just Android tablets and phones.

Want to know something crazy? It worked. And it worked really, really well (at least for me). Here's how I went about it.

For my graphic design needs, I make use of Photoshop Touch (for general layered design needs) and Pixelesque (as I do a fair bit of pixel-art). Neither is perfect - Photoshop Touch, for example, has an astoundingly under-powered Text tool - but both are pretty doggone good.

For my writing, things get really simple. There are plenty of Office Suites available within the Google Play store – some are even completely free. But, for me, I ended up just using good-old Google Drive. It’s not the most feature-filled word processor on the planet, but it has served my needs well. And having all of my documents always available on every device using the same interface? Glorious.

Which brings me to software development.

This one seemed like the biggest potential problem to start with. Is the screen large enough to edit large quantities of code? How about for GUI designing? Are there tools even available to build desktop PC apps on an Android device? Do these little devices have enough horsepower to handle this?

That's when it dawned on me... remote desktop. Here's how I approached it.

I got myself a virtual private server from a hosting company. You can find a decently powerful rig (2+ gigs of ram, lots of storage, etc.) for pretty cheap. I'm currently paying around $30 bucks a month and have a server running that I can dual boot Windows and Linux (actually triple boot: openSUSE and Ubuntu) and connect via VNC, Splashtop or RDC (depending on my mood and which protocol is fastest on any particular system).

Then connect a USB or Bluetooth keyboard and mouse (yes, Android handles mice just like any desktop computer operating system) and you've got a desktop replacement in every sense of the word. You could say that I'm not really “living in Android” if I'm remoting in to a non-Android system to do some work, and you'd kinda-sorta be right.

But, in practice, that works quite well. Is it as fast as having a dedicated, brand-new, dev PC sitting on my desk? No. Certainly not. But it's close, and for most purposes it’s definitely fast enough. And the benefits far outweigh the downsides.

The big benefit: I have my full dev system with me wherever I go. My phone. My tablet. Anywhere. And the screen resolution on newer Android phones and tablets is pretty comparable to that on any laptop you might get – heck, the Nexus 10 has a 2,560x1,600 display. That handily beats my primary monitor on my desk.

Some other benefits:

I don't need to buy a new PC.
I don't need to pay for power for a big PC.
I don't need to find a place to stick a PC.
When I want a new, more powerful, development machine... I simply upgrade to a new virtual private server with any hosting company I like. (I keep everything stored in Dropbox and GitHub... so moving to new machines is just a few-minute process.)
If I need desktop PC functionality for any other reason... it's right there, ready for me to use.

Approaching it from this angle makes me mobile. Very, very mobile. I'm also not tied to any particular device. For a guy like me, that means a lot.

So, it works. It provides me with all of the functionality of having a dedicated tower PC sitting on my desk, except it’s more mobile and flexible.

But what about the financial side? How does that compare?

The only additional cost for me is the dedicated server, which is currently running $30 per month. This can range from $15 to upwards of $100 monthly, depending on your needs and choice of host. Assuming I stick with the $30 server (which is working thus far) my total cost for my dev server is $360 per year.

Let's say you upgrade your PC every three years. If you would typically spend more than $1,080 on a new dev machine... you’re saving money by simply using a remote server (especially after you factor in power). If you'd normally spend, say $600 bucks, well then having a remote server is going to be more expensive for you during a 3-year cycle.

Another variation on this would be to buy yourself a little cheap, low-power PC (such as a higher-end Atom powered Net-top rig) and let that be your dedicated PC that you remote into. That would save a few bucks overall.

For me, this approach saves me money – though only a little, especially after you factor in any accessories (like portable Bluetooth keyboards and such) – and makes me more portable, which is a big win.

In short: Is it possible for most Software Developers, Writers and Artists to live entirely on an Android device?

Yes, if they're willing to have a remote PC somewhere to pick up the slack.

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How to take control of your own IT career

The new economy puts you in the driver's seat of your career. Can you handle it? We'll show you how.

The days of building a lifelong IT career at a single company are long gone. And now, the days of building a lifelong IT career just within the IT department are dwindling, too.

Technology professionals today are just as often advancing their careers through a marketing group or supply chain organization as they are through an application development team or software quality group. Tech staffers are migrating into new roles -- frequently with non-IT job titles -- throughout the enterprise, working on an array of projects that require tech savvy in addition to business and process knowledge, management skills and more.

To move ahead in 2013, you'll first need to drop any lingering notions of vertical ladder-climbing. After that, it's all about exiting your comfort zone and actively seeking out new and different opportunities, rather than relying on traditional organizational charts, human resources or even your own immediate manager. Your very best career strategy, experts say, is to take over the navigation controls yourself. Your very career and livelihood depend on the out-of-the-box thinking that goes into formulating and then executing such a strategy.

There's no doubt the process of career strategizing can be daunting, but it can also be empowering because your strategy will be based on your individual passions and skills as well as your career goals.

We asked veteran IT professionals to share their best advice for mapping and continually updating a personalized guide to your career future. You can start by deleting your old plans, because 2013 marks the start of a radically different IT career landscape.

Do Your Research
Not all career strategies must be drawn entirely from scratch. Check first to see what kind of career tools or development programs your potential or current employer may have on the books. "Find out if they're going to invest in your career and ask about movement of IT people into different roles," advises Andrew Macaulay, senior vice president of IT at Bellevue, Wash.-based Clearwire, which builds and operates mobile broadband networks. While most IT professionals are indeed on their own, an increasing number of companies have or are developing detailed plans for rotating and advancing employees through different roles.

"We have specific job descriptions that help employees see what they need to do to get to where they want to go," Macaulay says. "People are laying out their careers three years at a time and creating their individual development goals to get there."

At BNSF Railway in Fort Worth, Texas, recent college graduates are recruited into a management training program, which includes rotating through various assignments across the freight transportation company. "We spend time educating people in what BNSF is about and how we operate," says CIO Jo-ann Olsovsky. "It's not something you learn overnight. We're trying to accelerate the learning curve."

Olsovsky says teaching participants about BNSF's culture is one of the key goals. "While going through all of their assignments, people learn that BNSF is an operations-oriented company. That's the culture. We move freight," she says. "In an operations culture, what gets rewarded are those things that deal with operations, like dealing with a crisis," she says. As an IT professional, "you have to figure out a company's culture and decide if it's for you," she adds. "It's a way to shortcut your way to rewards. One area where I see people miss steps is not understanding the culture of the company they're in."
Time Your Moves
Jim Clementson, director of technology at Providence Health, likens the points on a career plan to steppingstones across a stream. Their ultimate purpose is to help you get to the other side, but it's best to take them one at a time.

"You can't think too far out. It's more important to be flexible enough in the three-to-five-year time frame," he advises. "Don't say, '20 years from now, I want to be a CIO,' because then, that's all you're looking for." It's more important to be open to a wide range of roles that could broaden your knowledge and help you acquire experience that will serve you well over the long term, he says.

In his own career, Clementson moved from a software developer role at Arco Alaska to the company's service center, which in turn "opened doors into the infrastructure realm," he says. He ended up leading a Mac-to-PC migration project. After that, he went back to software development for a while, and then moved into the healthcare industry. There, his experience with the Arco migration project helped him land a leadership role on an electronic medical record project, and that led to his current role as director of delivery for infrastructure.

"It's all about looking at what's available and adjusting things and stretching yourself," he says. "You have to be comfortable and willing to move into the opportunities that are out there."

Olsovsky says 18 months to two years is a good benchmark. By then, you understand the role and it's time to make the next move, she says.

"But you have to be thoughtful about your progression," she warns. "If you're an applications developer in marketing systems and you know marketing systems, that's great. But if the boss has an opening in operations systems, that's a better choice because [you'll] get an operations background, which will make you even more valuable for the next progression. You have to keep your eyes open for side-to-side moves that move you ahead."

Rotation, Rotation, Rotation
The most effective career strategy is more directional than specific. That is, it may point to an ultimate dream position, such as a directorship or executive management role, but it should also take into account the fact that, inevitably, there are multiple routes to the same destination.

"Statistically, if you look at CIOs, very few of them grow up in just the infrastructure area alone," says Cora Carmody, CIO at Jacobs Engineering Group, a $10 billion global construction and engineering services company. "We try to keep that in mind for people who are coming up in infrastructure. We want to get them cross-functional experience so they have more capability to take my job."

Early on in your career, it's all about acquiring multiple experiences, according to successful IT veterans.

"The first thing you have to do in your career is touch a lot of things. Check out a bunch of areas and see which ones spark your passion," says Jamie Hamilton, vice president of software engineering at Quicken Loans in Ann Arbor, Mich.

Quicken is a major online lender, and "the underlying thing that makes our whole business possible is technology," Hamilton notes. "We have a team of 200 software engineers who develop internal applications and other systems for the mortgage process, marketing and mobile apps. The tech team takes a lot of responsibility to move the company forward. IT drives the business." That means a lot of opportunities to move around and gain experience across multiple areas, says Hamilton, adding that "you should remain broad in experience at the beginning and don't jump into a specialization."

"Early in their careers, most people do not have an exact idea of what they want to do, mainly because they don't know what the possibilities are," says Macaulay. "You don't know what you don't know, but meanwhile, there are a number of paths."

At Clearwire, for example, IT pros can pursue a super-technical individual contributor role, go down a more traditional management track or gain experience in people management and/or project management. Macaulay says he advises employees to volunteer for assignments in all of those areas to get an idea of what they like. His message is, "Identify your passions."

Jacobs Engineering sets up an individual development plan with each IT employee to learn what skills staffers want to acquire and what their project interests and career goals are. The plan is used as a guide for career rotation roles and cross-functional assignments. "This is something we do, not just for college graduates, but for everybody," says Carmody.
Eye the Horizon
What do I need to know before it gets here? "That should be the question you're always trying to answer," says Scott Caldwell, technical services manager at Johnson County Transit in Kansas City, Mo. For example, with the explosion in the popularity of tablets and smartphones, getting up to speed on mobile technology and the way it could be used at your company or in your industry is critical, because it will very likely play a role in every enterprise someday soon, if it isn't already.

"You have to seek out information and make the extra effort to find what the trends are. You want to make sure you know where things are going so you can be there," Caldwell says. "That doesn't mean you have to be an expert in mobile operating systems, but you need to know what it is and its impact on the industry as a whole."

In the public transportation industry, for example, officials used to buy specialized equipment for buses, but eventually that equipment was no longer needed because it was replaced by tablets. "I can go out and buy a $300 tablet to replace a $15,000 piece of equipment we would have bought five years ago," he notes.

To keep informed, Caldwell reads industry publications and websites, attends conferences, networks with friends and colleagues, and participates in gatherings of IT trade and professional groups. "Being more aware and seeking to know where the market is and what companies are doing and what the trends are in the industry all drives back to help a person take charge of their own career," he says. "If you know what's happening today and know what will happen in the future, you can start planning out what training you'll need."

At Jacobs Engineering, IT staffers can join in regular monthly project reviews that are conducted on all active programs. "We talk about risks, requirements [and] stakeholders, and we opened up these project reviews to anybody in IT who wants to learn about that project," Carmody says. IT pros everywhere should look around their own organizations for similar opportunities.

Manage Your Skills Portfolio
One of the hallmarks of the organizations that Computerworld recognizes as Best Places to Work in IT, like Jacobs Engineering and BNSF Railway, is that they offer IT workers a variety of opportunities to broaden and deepen their skills through training programs, tuition reimbursement plans and mentoring arrangements. But such initiatives might be the exception rather than the rule; many IT employees say they are on their own when it comes to training to acquire new skills.

It's no secret that most corporate training budgets have been declining in recent years. But at the same time, technology is changing more rapidly than ever before. "It's just understood that every year you have to take up a new skill," says Johnson County Transit's Caldwell. "You never stop learning until you're dead."

Caldwell has paid for most of his own training, which includes multiple certifications. "The training money just isn't there with companies. It's really up to the individual to decide what they want to do with their career and how to drive it. You can't expect the organization to provide that career training," he says. To fill that gap, he has bought books, taken online training courses and networked with colleagues to learn new skills.

Another option is to find a mentor.
"Everyone seems to underestimate the need for a coach and mentor. You need one, both internally and externally," says Hamilton of Quicken Loans. "If I had to do it over, I would focus on that a lot more."

At Jacobs Engineering, Carmody launched a mentoring program that's open to all IT employees. Staffers can find senior colleagues to team up with at an online mentor-matching site. The initiative includes an educational program called Leadership in Work and Life that features monthly teleconference workshops on topics such as how to protect the Jacobs brand, deploying capital wisely, agile software development and the scrum method, and voice-over-IP technology.

"I believe career development for anyone is a mix of classroom, mentorship, ad hoc cross-functional opportunities and volunteering," says Carmody. Even when the workshops are on nontechnical topics, she encourages her staff to participate.

"I tell people that it doesn't matter how technical you are; you deal with people so your people skills will always need maintenance. And you're supporting a business, so you [must continually] learn about the business," she says. "If you're a technologist, you still need to know the business and communicate effectively."

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UK to probe Huawei's cybersecurity evaluation center

Huawei said it supports the government review

The U.K. government is launching a review of a vetting process for products from Huawei Technologies, reflecting continuing security concerns about the Chinese company.

Under scrutiny will be Huawei's Cyber Security Evaluation Centre in Banbury, U.K., which the company set up in 2010 as a way to test company products for possible security vulnerabilities. On Thursday, the U.K. government issued a statement, ordering a review of the center that will look at its effectiveness to protect the nation's telecommunication infrastructure.

The review comes after the U.K. Parliament's Intelligence and Security Committee issued a report in June, expressing concern about Huawei's alleged ties with the Chinese government, which has been accused of state-sponsored hacking. In particular, the committee was "shocked" that Huawei was able to supply sensitive telecommunication infrastructure to U.K. operator BT without consultation with government ministers.

As early as 2008, the U.K.'s own Security Service had determined that China could theoretically exploit vulnerabilities in Huawei products to conduct espionage over BT's networks, the committee's report said.

In 2010, however, Huawei established its Cyber Security Evaluation Centre in the U.K.. But in its June report, the committee noted that Huawei's evaluation center is still under the company's control rather than the government. The committee recommended that Huawei's evaluation center be made up of employees from British intelligence agency, theA Government Communications Headquarters (GCHQ).

Huawei said in a statement it supports the decision to review its evaluation center. "Huawei shares the same goal as the U.K. government and the ISC [Intelligence and Security Committee] in raising the standards of cyber security in the U.K. and ensuring that network technology benefits U.K. consumers," it added.

While the U.K. government plans to review Huawei's evaluation center, it also said that it already works with communication service providers to ensure their networks are secure.

"Our work with Huawei and their U.K. customers gives us confidence that the networks in the U.K. that use Huawei equipment are operated to a high standard of security and integrity," the government said.

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Why the Xbox One could be a hit with businesses

Microsoft's pitch for Xbox One in the workplace is a convincing one, assuming it doesn't kill employee productivity in the process.

No one can say Microsoft isn't trying to think outside the box in this post-PC world. It's pitching the Xbox One console as a solution for a number of problems and applications important to small business.

The post on Microsoft Small Business is quite clear and succinct: at $499, Xbox One, with its Internet connectivity and Kinect audio/video input, is ideal for networking and videoconferencing applications.

"What is being positioned as an excellent entertainment device can be just as enticing for you and your small business. In fact, it is entirely justifiable to make the Xbox One a business expense. The Xbox One, priced at $499, is an affordable option for small business owners, as there are many features built into the console that could help it rival even the most modest of videoconferencing and networking platforms,” said Marques Lyons, Microsoft Xbox MVP and the director of Consumer Camp.

The Xbox One will offer Skype, SkyDrive, IE and Office and Wi-Fi Direct, plus you can write your own apps for it. Since the Xbox One is powered by an x86 chip courtesy of AMD, most PC developers should not be overly challenged in writing custom apps.

The Kinect One audio/video detector will be the real selling point here, as it is much more advanced than any Webcam. We're talking wide-angle 1080p motion detection that can be operated by voice and gestures.

For some time, developers have experimented with different ways to use Kinect in non-gaming settings. One scenario features a doctor who uses Kinect to manually operate a camera while performing surgery. No Webcam can do what Kinect does, and that will be a strong point in its favor. Also helping Microsoft's pitch is that the Xbox One is compatible with Office Web Apps, which lets Xbox users view and edit Word, Excel, and PowerPoint documents.

Wi-Fi Direct will allow owners of Xbox One to send presentations from a tablet or notebook to the console for display on the TV, and you can use the Smart Glass controller to navigate through the PowerPoint presentation or use a tablet to control Internet Explorer.

That's all out of the box. Since Xbox One will support third-party applications, you can build all kinds of custom business tools that utilize the hardware, including Kinect, and software.

It might prove challenging to get one when they launch in November, though. Ever since Microsoft got rid of its horribly misguided DRM, the Xbox One has been a hot seller and all launch consoles are sold out.

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Why the new 'superphones' really are super

Why the new 'superphones' really are super
The word 'superphone' is an old marketing and headline gimmick, but this year's lineup of extreme phones has earned that moniker.

The word superphone has been used by marketers and journalists since the 1990s to convey the idea of a phone that far outshines the competition.

More than 10 years ago, for example, the Nokia 9210 was widely hailed as a superphone because it was more like a laptop than other phones. It was a clamshell device, opening up to reveal a keyboard and a color screen that were much bigger than those on other phones but much smaller than the ones on actual laptops.

Nokia Lumia 1020 smartphone With its 41-megapixel camera, the Nokia Lumia 1020 smartphone falls into the category of "superphone," says Mike Elgan.

Since the '90s, the superphone label has been used by marketers trying to set their products apart from the competition and by journalists grasping for a colorful word to express their excitement about a new phone or a new feature.

In other words, the word superphone never really meant anything. It was a word without a clear definition. As a result, it hasn't been taken up by the public.

The time has come for that to change. A new crop of phones really should be described as "superphones," and I'll tell you why.
A new definition for 'superphone'

We have come to accept that phones have features and functions that are inferior to other devices. Their processors are weaker than PC processors. Their camera electronics are inferior to the technology in real cameras. And their usage models are based on the idea that people will use them to do limited, scaled-down versions of what is possible on other devices.

We love our phones because they're mobile and multipurpose, not because they're more powerful or do something better than anything else out there.

But it may be that our understanding of the term super, as applied to phones, is flawed and should change.

Supercomputers are super not because they are pretty good for room-size machines, but because they can do things only supercomputers can do -- like predict future global weather patterns or beat Ken Jennings at Jeopardy.

Superman is "super" not because his powers are pretty good for an alien, but because they exceed those of any human, alien or other superhero.

In order to qualify as a superphone, a smartphone should have key features that radically exceed not only those of other phones but also those of other consumer devices. It should be able to do things that even our PCs, laptops, digital cameras and other things can't do.

Meet the new superphones

New superphones are being announced and coming on the market that do super things. They have fundamental abilities you can find only on these phones.
Super cameras

A new category of superphone has cameras capable of using more pixels than even high-end prosumer digital cameras.

Nokia this week announced its Lumia 1020 superphone, which is super because it has a 41-megapixel digital camera inside. (My high-end prosumer Canon EOS 7D camera has an 18-megapixel CCD.)

While the best use of all those megapixels will be for digital zoom and "oversampling," which means removing digital noise by giving a 5-megapixel image multiple choices for each pixel, the phone will also be capable of taking 38-megapixel photos -- far more than prosumer digital cameras can.

Other superphones in this category are Nokia's older Symbian-powered PureView 808 (also 41 pixels) and the upcoming Sony Honami i1 (expected to have a 20-megapixel camera).
Super smarts

Describing Siri and Google Now as "artificial intelligence" is controversial, but I've heard leading AI experts do it.

The ability to understand what you say in everyday language and then talk back -- plus the ability to learn, do things for you and make decisions about whether to interrupt you -- are AI-like features that consumers can get only from a small number of phones.

For example, iOS phones like the Apple iPhone have hardware inside designed to optimize the use of Siri. This experience is not available on laptops or desktops or anywhere beyond the hardware-optimized iOS devices it runs on. That exclusivity makes the iPhone a superphone.

Likewise, the small number of phones specifically optimized at the hardware level for Google Now are also superphones, according to my definition. The Nexus 4, co-designed by Google and made by LG, probably fits into this category, and the upcoming Nexus 5 (rumored to become available in October) almost certainly will.

Google has teased but not announced the specifics of its upcoming Moto X phone. Some pundits have suggested that this phone may have hardware optimizations for Google Now as well, since Motorola is owned by Google.

By my definition, any phone hardware-optimized for artificial intelligence capability that's unavailable on desktop computers is a real superphone.
Other super capabilities

The coming age of wearable computer products, like Google Glass devices and smartwatches, means smartphones will increasingly serve as the hubs of wireless personal area networks.

When smartphones are specifically hardware-optimized to boost the capabilities of wearable devices, they will become super, as long as those hub functions are unavailable on other devices.

These are just examples. I think we're going to see a rise in the availability of superphones that will be not only better than other phones, but also better than any other device at fundamental tasks important to users.

The superphone label is finally meaningful, and it has become meaningful because we're in the midst of a shift from a world in which phones do limited, stripped-down versions of what other devices can do to a new world where phones can do things no other consumer device can do.

And that's going to be super cool.

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Microsoft reorganization: A quick look at who's in charge now

Microsoft reorganization: A quick look at who's in charge now
Microsoft business reshuffling puts the spotlight on four execs

In a sweeping corporate reorganization to focus on the company’s shift from a software provider to a products and services business, Microsoft CEO Steve Ballmer has announced changes to his executive team to support a new structure that divides the company into four divisions.

SECURITY: Microsoft: Windows 8, Internet Explorer, Office, Visual Studio, Lync are all vulnerable]

The new groups are Operating Systems Engineering, Devices and Studios Engineering, Applications and Services Engineering and Cloud and Enterprise Engineering.

Heading up these groups are:
Executive Vice President of Devices and Studios Julie Larson-Green (former Corporate Vice President of Windows Engineering);

Executive
Vice President of Operating Systems Terry Myerson (former corporate vice president Windows Mobile);

Executive Vice President of Applications and Services Qi Lu (former president of Microsoft Online Services);

Executive
Vice President, Cloud and Enterprise Satya Nadella (former president of the Server & Tools Business).

Larson-Green’s
previous role is trimmed back a bit, pulling away her responsibility for Windows and limiting her to running Microsoft hardware programs and development of games. That means she’ll head up the Surface tablets and Xbox, filling the void left by Don Mattrick when he left Microsoft last week to head up Zynga. Image Alt Text
Julie Larson-Green

Last fall
Larson-Green was vice president of program management for the Windows experience when then-president of Windows and Windows Live, Steven Sinofsky quit right after launching Windows 8 and introducing Microsoft’s Surface tablet. In the aftermath, she was promoted to head up Windows Engineering.

Until then her experience had been all in software, having worked on the user experience for Internet Explorer and managing programs, UI design and R and D for Windows 7 and Windows 8. In the past Ballmer has praised her technical expertise, design skills and communication abilities.

Terry Myerson
Myerson’s shift to head up engineering of operating systems gives him authority over not just Windows Phone but also Windows 8, which could help advance Microsoft’s goal of making it easier to write applications that run on both platforms. He is also in charge of operating systems for Xbox.

He led the Microsoft
Exchange team for eight years before running the Windows Phone division.

Lu is very important to business customers as his job puts him in charge of research and development for Microsoft Office, Office 365, SharePoint, Exchange, Yammer, Lync, Skype, Bing, Bing Apps, and MSN. He also heads up the Advertising Platforms and Business group. Image Alt Text
Qi Lu

His previous responsibility was for search, portal and online advertising efforts, which included Bing. Before coming to Microsoft he worked for 10 years at Yahoo, where he also worked on search and advertising.
Satya Nadella

Nadella’s role
remains pretty much the same, building and running the company’s computing platforms, developer tools and cloud services. He deals closely with developers and promotes Microsoft’s concept of the Cloud OS – a blend of Windows Server and Windows Azure cloud services to provide flexible cloud resources and support hybrid clouds.

Windows Server, SQL Server, Visual Studio, System Center and Windows Azure fall under his purview.

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640-822: Interconnecting Cisco Networking Devices Part 1

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QUESTION 1
Which OSI layer header contains the address of a destination host that is on another network?

A. application
B. session
C. transport
D. network
E. data link
F. physical

Answer: D

Explanation:

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QUESTION 2
How does TCP differ from UDP? (Choose two.)

A. TCP provides best effort delivery.
B. TCP provides synchronized communication.
C. TCP segments are essentially datagrams.
D. TCP provides sequence numbering of packets.
E. TCP uses broadcast delivery.

Answer: B,D

Explanation:

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QUESTION 3
Which protocol uses a connection-oriented service to deliver files between end systems?

A. TFTP
B. DNS
C. FTP
D. SNMP
E. RIP

Answer: C

Explanation:

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QUESTION 4
Refer to the exhibit.





A network technician is unable to ping from R1 to R2. What will help correct the problem?

A. Ensure that the serial cable is correctly plugged in to the interfaces.
B. Apply the clock rate 56000 configuration command to the serial0/1 interface of R1.
C. Configure the serial0/1 interfaces on R1 and R2 with the no shutdown command.
D. Change the address of the serial0/1 interface of R1 to 192.1.1.4.
E. Change the subnet masks of both interfaces to 255.255.255.240.

Answer: A

Explanation:

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QUESTION 5
Refer to the exhibit.



Which types of devices and connections are needed to complete the LAN for optimal performance
and cost efficiency?
A.
A) router
B) hub
C) switch
D) UTP cable
E) fiber connection
F) fiber connection
B.
A) switch
B) switch
C) switch
D) UTP cable
E) fiber connection
F) T-1 connection
C.
A) router
B) switch
C) router
D) fiber connection
E) Cat5 cable
F) T-1 connection
D.
A) router
B) switch
C) switch
D) UTP cable
E) fiber connection
F) T-1 connection
E.
A) router
B) hub
C) switch
D) fiber cable
E) cat5 cable
F) T-1 connection

Answer: D

Explanation:

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