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Accenture SAP Security Interview Questions
Questions Answers Views Company eMail

what is temp role and copy role ?

4 17451

how to create new authorization object?

7 32415

how to adjust user master records?

6 20180

how to transport roles?

7 31889

what are various user types

7 21728

which ticketing tool you are using?

18 41424

how to get ticket from end user?

4 12109

What is the differrence b/w Copy Roles and Derived Roles ?

9 22481

Hi This is Prakash . Can any one tell me what is the use of SU24 and SU25 transaction code exactly

8 18644

What are the issues will face while creating user in the system ?

8 13199

Does anyone know what kind of questions does the Accenture asks on Interview as SAP Security Consultant?

2 10988

i need to give authorisation to a user to su01 tcode but the delete options should not work..i,e the user should be able to Create,disp,change etc but not delete on su01. how cam i do this?

5 18837

what is workprocess thresholdtime?

1 5456

hOW many users limit in su10

3 16148



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Accenture SAP Security Interview Questions

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6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study ) Sidney Greenburg was appointed the position of the director of marketing for a small electronics component manufacturer. The company had its revenues growing at the rate of 20% each year and in 1982, they were at 30 million level The president felt that the growth of the company required serious planning efforts to determining strategies product emphasis and new product development. Mr. Greenburg realising the need to develop the marketing plan developed a suggested format to obtain inputs from his regional sales managers. The format to obtain divided into two parts (a) territory brief for established status of sales activities and (b) territory plan asked for identification of key goals, strategy & resources required to accomplish stated goals. Sales forecast by products was requested for 3 plan Yrs. Tom Rosenfield was the marketing manager for Europe He was previously in the engineering department & was assigned to Europe because of his technical& Foreign language capabilities. He replied to Mr.Greenburg as follows: “While I will complete the forms on the country brief& country plan promptly I have some conceptual problems with them time& time again we have been requested for projected figures I remember putting together a presentation for the Executive Vice-President (VP) & Treasurer last year. Great we educated those guys but what are the results of such formality? The projections have not yielded specific results, resources are used at a minimal level & we are not generating needed sales. So it is my contention that while goals projections& forecasts provide immeasurable guidance for a company with stable sales & developed product lines, for us a fledglings (young) industry, they distract from the job at hand. My plan has always been to hit the market- as hard I am able & I believe this should hold true for all other regional managers. We have large amounts of resources held up in ineffective’ marketing planning efforts such as these need to redirect these efforts to self rather than compile data. We need more people beating the pavement (action) rater than sitting on their desks developing plans& strategies (contemplation) Sell, sell, sell. Get the backing as big as possible. Planning is wasteful. Let us concentrate on aggressive sales & optimize sales volume at any cost. A. What has Mr.Greenburg not done to accomplish his planning tasks? B. Is Mr.Rosenfield right in making his comments in response to Mr. Greenburg’s request? C. Is Mr. Rosenfleld performing his management function. D. What would you do if you were Mr.Rosenfleld’s boss?


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How to specify more than one directory as input to the MapReduce Job?


How to see a list of roles and the associated ids in our environment?


How do you list all databases whose name starts with p?


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