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Test Number : 1Y0-240
Test Name : Citrix NetScaler Essentials and Traffic Management
Vendor Name : Citrix
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1Y0-240 exam Format | 1Y0-240 Course Contents | 1Y0-240 Course Outline | 1Y0-240 exam Syllabus | 1Y0-240 exam Objectives


Exam ID : 1Y0-240
Exam Title : C Citrix ADC 12 Essentials and Traffic Management
Number of Questions : 68
Duration of exam : 105 minutes
Passing Scores : 66%

Candidates should have knowledge of the following prior to taking this exam:
o Basic Networking
o Windows and Linux Server administration
o TCP/IP, HTTP protocols and the OSI model
o Server load balancing and content switching concepts
o Web server software
o DNS, SSL and compression concepts
o Network security threats and site protection concepts

We recommend that candidates have about six months of experience with the following courses in a Citrix ADC 12 solution:
o Getting Started with Citrix ADC
o Basic Networking
o Citrix ADC Platforms
o High Availability
o Load Balancing
o SSL Offload
o Securing the Citrix ADC
o Troubleshooting Citrix ADC
o Classic and Default Policies
o Rewrite, Responder, and URL Transform
o Content Switching
o Traffic Optimization
o Global Server Load Balancing

Section 1: Getting Started 6%
Section 2: Basic Networking 7%
Section 3: Citrix ADC Platforms 4%
Section 4: High Availability 7%
Section 5: Load Balancing 9%
Section 6: SSL Offload 9%
Section 7: Securing the Citric ADC 7%
Section 8: Troubleshooting 9%
Section 9: Classic and Default Policies 13%
Section 10: Rewrite, Responder, and URL Transform 9%
Section 11: Content Switching 9%
Section 12: Optimization 2%
Section 13: Global Server Load Balancing 9%
TOTAL 100%

Candidates should refer to the objectives and examples listed in this guide in order to determine which courses will be on the exam, as well as examples of the courses that could be tested.
For example, if the objective reads “Configure monitors” and one of the examples reads, “determine when to use which type of monitor,” exam-takers could expect to see:
• A question that requires determining which type of monitor to configure…
o Which type of monitor should a Citrix Administrator configure…
• …based on given requirement(s)
o …to validate that a specific text string is returned in a web server response=>

Note: The examples listed in the “Sections, Objectives, Examples and References” section of this guide do NOT encompass all potential courses that could be tested. The examples are only provided as guidance. The objectives and examples for this exam were developed by exam Project Managers and Subject Matter Experts (SMEs) based on identified tasks that related to installing, configuring and/or operating NetScaler 12 in enterprise environments. The number of questions written for each objective relates directly to the importance of that objective and is proportional to how frequently that task is performed.

Understand the Citrix ADC architecture and functionality.
Identify Citrix ADC hardware and its components.
Determine the deployment and licensing options for a given environment.
Determine how to setup and configure Citrix ADC.
"Determine which networking topology to use with Citrix ADC based on
given requirements."
"Determine which interfaces IP address types and VLANS to use during
configuration of a given environment."
"Identify which Citrix ADC routing and traffic-handling mode should be
used for a given environment"
"Determine how to configure Access Control Lists based on given
requirements."
"Determine which hardware to use (Citrix ADC MPX, VPX, CPX or SDX)
when given a use case."
Identify the pieces of the multi-tenant structure for Citrix ADC SDX.
Understand how the high availability (HA) process works on Citrix ADC.
"Determine the appropriate Citrix ADC high availability configuration
options, including advanced settings, given a description of an
environment."
"Determine which method should be used to manage a Citrix ADC high
availability configuration given a scenario."
Determine how to resolve common high availability issues.
Identify the Citrix ADC load-balancing role of entities.
Determine when to use the different load-balancing and monitoring options available on the Citrix ADC.
Determine how to customize monitoring and service options based on a scenario.
Determine how to utilize authentication, authorization, and auditing.
Determine how to configure authentication and authorization on Citrix ADC.
Determine the components and steps required to secure a Citrix ADC configuration.
Determine how to utilize admin partitions in a given scenario.
Determine how to use the Citrix Application Delivery Management to troubleshoot a given issue.
Determine which Citrix ADC troubleshooting tool to use to identify a given issue in an environment.
Determine how to configure actions in policy expression evaluation.
Determine which key attributes need to be included in policy binding based on given information.
Determine how to create default policies with AppExpert.
Determine how to use HTTP callouts and rate limiting in a given environment.
Determine how to use Content Switching policies in a given environment.
Determine how to integrate Content Switching with AAA and Citrix Gateway.
Determine where to deploy the Citrix Secure Web Gateway in a given environment.
"Determine how to correctly implement and configure Citrix Secure Web Gateway in a given
environment."
Determine how rule precedence affects policies.
Determine how to deploy Domain Name System (DNS) to support GSLB in a given environment.
Determine how to Implement GSLB in a Citrix ADC environment.
Determine how to utilize Content Switching to implement GSLB.
Determine how to use GSLB metric exchange protocol.
Determine how to customize a GSLB configuration based on the needs of an environment.



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Citrix Citrix Practice Test

"If The Board Isn’t A functional team, The business is going To battle." | 1Y0-240 genuine Questions and Practice Test

Mark Templeton, the previous CEO of Citrix techniques and DigitalOcean, has huge experience serving on boards. He shared his key training from his years as a director with me and my colleague, David Reimer, CEO of Merryck & Co.

Reimer: What information would you supply to a CEO on a way to extract highest price from their board?

Templeton: It begins with having an appreciation and respect for the board itself. Some CEOs see the board as a ache in the neck and they are looking to get the meetings over with as right now as viable. improved to assemble a board in order that when they are available in, you’re happy to have them to focus on meaty considerations that they deserve to be aware of, and the suggestions you want from them. 

The second piece of information is to remember that board members don’t have the continuity that management does as a result of they don’t are living the company day by day. That requires lots of repetition and cautious context-building in order that you clarify what you need from them in the conversation.

should you plan an agenda, be clear about which selected courses are for their approval, asking for his or her assistance, or without problems giving them an update. At Citrix, they at all times labeled the agenda items to demonstrate what they had been expecting from the board in order that they knew what they have been hunting for in terms of output.

The CEO has to make sure the board is a practical team, and that’s a shared responsibility between the CEO and the lead director or chairman. If the board isn’t a practical crew, the enterprise goes to battle, in the same means that an organization with a dysfunctional executive group will battle. You should get the directors weighing in on what it means to be a practical crew.

Bryant: What have you realized over the years as a director that you'd you inform your more youthful self when he turned into first serving on boards?

Templeton: I’d doubtless tell the more youthful Mark to spend less time on the operational points of the business that come up during a board discussion, and maybe even keep away from weighing in on them except I had been called upon or if they have been obviously in my area of core competency.

as a substitute, you'll want to definitely are trying to support the dialogue dwell at strategic and larger photograph degrees. That’s the basic responsibility of the board, moreover determining the CEO and looking after the fiduciary duties.

Reimer: what's your framework is for deciding whether to be part of a board?

Templeton: the first bar to clear is that you simply’ve acquired to have appreciate for, and an activity in working with, the CEO. If no longer, you’re now not going to do your superior work. The 2nd component is to be aware what the business is making an attempt to do, and no matter if that aligns together with your competency. as a result of if I don’t believe like I’m contributing to the mission, I’m now not going to be enjoying the work.

You have to believe love it’s to your sweet spot. i admire businesses that are within the stage the place they’re learning a way to be a public business and researching the way to advance approach and communicate with the board. My regular query for the CEO is, what do you need me to make contributions on the board and why? I even have zero activity in becoming a member of a 20-adult board at a Fortune 50 enterprise, as a result of I wouldn’t think I may make a good deal of an influence. 

You have to consider find it irresistible’s to your sweet spot.

The third aspect is board dynamics. You get a way of that via interviewing different administrators at the business you’re considering the fact that and asking them, how do the administrators work collectively? Do americans all the time agree? Do they at all times disagree? after they disagree, how do they work via it? How clear are americans? if you don’t have a healthy board tradition, you’re going to dread going to board meetings.

Bryant: What are the X-elements you search for in a CEO when you’re assessing candidates as a board director?

Templeton: To a huge diploma, picking out a CEO is set having readability about the course of a corporation and what it wants to be. I regularly consider of it when it comes to the logo of the god Janus, which on one side shows a younger face and on the other facet is the older guy with the beard. when I show the Janus brand in talks, I at all times put the younger face searching ahead, to the right, and the historical one searching backward, to the left.

The intent I do that is since the future is about creativeness, understanding what’s round corners, having virtually a childlike optimism to tackle the inconceivable. The different face is ready execution, operations, and accomplishment. When looking at CEO candidates, I are trying to use that model.

Headhunters frequently center of attention on event and what somebody has accomplished, however no longer enough concept goes into the characteristics that they deserve to map into the future. I consider the Janus mannequin balances these two and encourages conversations to consider the candidate round the place they want to go. That also applies to any management position.

Reimer: Many boards are dealing with new challenges around company subculture, chiefly as greater personnel wish to have a say in what items they sell and who they promote to. what is your framework for dealing with these thorny questions?

Templeton: I haven’t faced that in the way that some boards have. but when i used to be CEO, I tended to motivate freedom of speech however on no account anonymity. and i brazenly defined that to people. So at an all-hands meeting, i'd inform employees so that you can ask any question on the earth in regards to the business, however that you could’t ask it anonymously as a result of every person must be liable now not handiest to the solutions, however also to the questions. it works both ways.

i attempted to motivate free speech, but that not ever prolonged into political issues. When i might have roundtables throughout election cycles, i'd always stick to the message that corporations are obligated to develop and to make money, and that particular businesses make contributions to the area and their communities. but past that, they should appreciate the right of every particular person to believe the way they wish to feel, follow what they need to practice and vote the way they are looking to vote.

further and further, CEOs are expected to share their own elements of view.

So I all the time would refuse to have interaction in a political dialog, despite the fact that individuals asked me directly. but I are expecting this broader problem you’re raising is going to get extra tricky with the subsequent era of personnel. that may have profound ramifications to the tremendous or to the poor. more and more, CEOs are anticipated to share their very own points of view, which I think is a bit unfair.

Bryant: To be a director is to take on the position of the village elder, sharing your wisdom. Who to your existence is the function mannequin, the voice within the again of your head as you feel about pleasant that accountability?

Templeton: this could sound bizarre, however’s Socrates. The most excellent board discussions are usually ones when people are in a Socratic talk, drawing out points of view as opposed to dictating a solution. however I have a person like Socrates in my existence — Steve Dow, who changed into the founding investor of Citrix and became on the board when the business was fashioned in 1989. He’s also a customary companion at Sevin Rosen money. he's my function mannequin when it comes to listening, asking questions, and main a discussion to tease out the core considerations.

make sure to subscribe at this hyperlink to get all their future interviews with leading administrators.


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