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000-071 - xSeries Technical Principles - BrainDump Information

Vendor Name : IBM
Exam Code : 000-071
Exam Name : xSeries Technical Principles
Questions and Answers : 270 Q & A
Updated On : November 16, 2018
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000-071 exam Dumps Source : xSeries Technical Principles

Test Code : 000-071
Test Name : xSeries Technical Principles
Vendor Name : IBM
Q&A : 270 Real Questions

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IBM IBM xSeries Technical Principles

IBM to acquire utility enterprise purple Hat for $34 billion | killexams.com Real Questions and Pass4sure dumps

(Reuters) - IBM Corp’s (IBM.N) $34 billion (26.55 billion pounds) deal to purchase red Hat Inc (RHT.N) drove shares within the small however fast-becoming software maker about 50 percent greater on Monday, reflecting the large premium IBM is paying to keep away from any skills challenger bids.

At $172, shares of pink Hat have been still buying and selling round $18 wanting the $190 expense agreed through both agencies in Sunday’s announcement, and analysts stated that pointed to a few last nerves among traders over the probabilities of the deal closing.

The breakup payment for the deal, which might be among the many biggest on listing within the tech sector, has yet to be introduced and a excessive payment would additionally deter purple Hat from exciting different consumers.

IBM’s inventory became down 2 percent on news of the deal, a hint that traders had been concerned that, at 10 instances 2019 projected revenue, it had overpaid for the deal.

The company’s Chief executive Officer Ginni Rometty informed CNBC in an interview aired early on Monday that she felt the deal turned into accomplished on the appropriate fee.

“here's a extremely reasonable expense...(pink Hat CEO Jim Whitehurst) has developed a pretty good company, and in contrast to others, excessive boom, high profit and cash and so here is why I feel definitely these are important issues for our traders,” Rometty spoke of.

FILE image: an emblem of IBM is seen on the mobile World Congress in Barcelona, Spain February 28, 2018. REUTERS/Yves Herman/File photograph

One brokerage, Stifel, raised the prospect of a competing offer from probably the most different primary gamers in cloud computing for whom the deal represents the emergence of a greater monstrous rival.

“Google, Amazon, and Microsoft (and probably Oracle) have the strategic motivations and fiscal elements to consummate this sort of transaction and would no longer be stunned if we were to see one among them make a competing bid,” analysts from Stifel observed in a note.

HYBRID CLOUD

Rometty instructed Reuters on Sunday that the increasing use of cloud services from diverse suppliers become the driving force at the back of the deal together with the upward thrust of the so-referred to as hybrid cloud, through which groups run a few of their utility in their personal records centres and different features of it in information centres run by IBM, Amazon web features or Google Cloud, among others.

crimson Hat has been investing heavily in tech equipment reminiscent of so-called “containers,” which make it simpler for groups to break up up their computing work amongst a mix of information centres.

“They desire choice and we are going to give it to them,” Rometty pointed out. “Multi-cloud is a fact of existence.”

an indication for crimson Hat hangs on a constructing in Boston, Massachusetts, U.S., June 27, 2018. REUTERS/Brian Snyder

In buying purple Hat, IBM may have assembled a cloud that comprises physical servers, its personal working system and applications like human substances application.

however the mixed entity will additionally sell software that runs on its purchasers personal hardware and other clouds. that will put it in direct competition with corporations like Microsoft, which has an identical mixture of utility and cloud capabilities.

“we are going to each compete and associate with these other clouds,” Rometty pointed out. “The component about IBM is, we’ve been around long adequate to know here is a multi-cloud world.”

Jim Whitehurst, the CEO of pink Hat, talked about using diverse clouds has been an abilities for red Hat.

Cloud suppliers akin to Amazon commonly offer a apartment-made version of the Linux working equipment for free or at little cost. but that edition of Linux is obtainable handiest on Amazon, and if the enterprise wants to run utility on an extra cloud they might ought to ensure it works with a special edition of Linux there.

purple Hat presents a common edition of Linux that runs on often attainable clouds in addition to a company’s personal facts centres, and Whitehurst stated pink Hat consumers had been increasingly working its working gadget on public clouds.

“we're turning out to be faster on the public clouds than the public clouds are growing to be,” Whitehurst spoke of in an interview. “Yeah, you pay us a little added versus a free cloud offering, however you get the advantage of a standard working environment.”

Analysts had raised concerns that the buy can also alienate customers worrying that IBM will infringe on the neutrality of purple Hat, which is dubbed as “Switzerland of the IT stack.”

IBM reiterated on a conference call on Monday that purple Hat would proceed to be led by way of Whitehurst and red Hat’s current management crew. It additionally intends to retain red Hat’s headquarters, facilities, brands and practices.

Reporting via Pushkala Aripaka and Supantha Mukherjee in Bengaluru, Stephen Nellis in San Francisco; modifying via Patrick Graham


IBM broadcasts New I.T. requisites coverage | killexams.com Real Questions and Pass4sure dumps

source: IBM

September 23, 2008 00:01 ET

To encourage greater Tech standards high-quality and Transparency, and Promote Equal Participation of growth Markets in Globally integrated economy

ARMONK, new york--(Marketwire - September 23, 2008) - IBM (NYSE: IBM) these days announced that, advantageous immediately, it's instituting a new company coverage that formalizes the business's habits when assisting to create open technical requirements. Such requisites allow electronic gadgets and utility programs to interoperate with one an extra.

in the globally integrated economy, open technical necessities are critical to enabling the birth of everything from catastrophe relief services and health care, to business features and consumer entertainment. They enable governments to create financial construction systems and deliver services to their residents.

The tenets of IBM's new policy are to:

  • begin or end participation in requisites our bodies according to the great and openness of their techniques, membership guidelines, and highbrow property policies.
  • encourage rising and developed economies to both adopt open world standards and to take part in the introduction of these standards.
  • improve governance suggestions within standards our bodies that ensure technology choices, votes, and dispute resolutions are made pretty by unbiased members, included from undue influence.
  • Collaborate with standards our bodies and developer communities to make certain that open software interoperability standards are freely accessible and implementable.
  • help pressure the introduction of clear, primary and consistent intellectual property policies for necessities corporations, thereby enabling specifications builders and implementers to make informed technical and enterprise selections.
  • IBM inspired members of requisites communities to adopt similar concepts, that are more stringent than required through present laws or policies. IBM's new standards policy promotes simplified and consistent intellectual property practices, and emphasizes that all stakeholders, together with the open source neighborhood and those in growth markets, should have equal footing as they participate within the requisites method.

    IBM described steps to place these concepts into action. as an example, the company will:

  • evaluate and take critical movements concerning its membership in requirements agencies.
  • in the regions and nations the place we do enterprise, motivate local participation within the creation and use of requisites that clear up the problems and meet the requirements of all affected stakeholders around the globe. we will recommend governance guidelines in standards bodies that inspire distinct participation.
  • Work for system reform in requirements organizations in order that proxies or surrogates cannot be utilized in standards creation and approval.
  • Collaborate with necessities corporations and stakeholders to streamline and consolidate intellectual property licenses and policies, with a focus on enabling utility purposes to turn into extra quite simply interoperable via open necessities.
  • IBM's principles have been impressed via the consequences of an online conversation facilitated with the aid of IBM during the summer time of 2008, through which 70 impartial, forward-considering experts throughout the globe -- from academia, standards-setting, law, executive, and public coverage -- debated the question of whether general atmosphere bodies have kept tempo with today's industrial, social, legal and political realities. Actionable information to modernize their methods have been offered right through the six-week dialogue (http://www.analysis.ibm.com//data/standards_wikis.shtml), with an eye fixed towards expanding requirements transparency, fairness, and best.

    an invitation-best summit is deliberate for November, below Yale tuition's auspices, a good way to flesh out thoughts from the online dialogue and begin steps toward improving the specifications-surroundings environment.

    "general, open and consensus-based mostly know-how standards from reliable necessities our bodies assist be sure that every of us can simply buy and interchangeably use computing expertise from multiple carriers," pointed out Bob Sutor, IBM vice president of open source and specifications. "The ways by which they're created and adopted supply reasonably-priced assurances that disparate products will work with one one other, and withstand the verify of time."

    About IBM

    For more counsel about IBM, please visit www.ibm.com


    purple Hat aims To Be The Default option For next-technology IT | killexams.com Real Questions and Pass4sure dumps

    On October 28, IBM announced its intent to purchase crimson Hat for $34 billion. This marked the largest utility acquisition ever. ahead of announcement, I caught up with crimson Hat Chief guidance Officer Mike Kelly, who offered ideas on the steps his crew had undertaken to continue to enhance crimson Hat's product (using a red Hat-on-crimson Hat software), to recommend technology executives at a number of levels of leveraging open supply technology, and in improving the typical operation. evidently these are the forms of improvements that helped make the business alluring to IBM.

    (To hearken to an unabridged podcast edition of this interview, please click this link. To study future articles like this one, please observe me on Twitter @PeterAHigh.)

    Peter excessive: might you describe your purview because the Chief information Officer of pink Hat?

    purple Hat CIO Mike KellyCredit: purple Hat

    Mike Kelly: i am part of our govt crew, and that i have loads of tasks relating to IT at red Hat. The duties are as follows:

  • The business purposes that we use to run the business and drive process growth and application modernization for all our strains of company;
  • Our infrastructure, commercial enterprise architecture, and DevOps firm - we've purposes working in our information middle, which is where I include our business structure characteristic and our new custom app construction;
  • Our associate experience, which includes all that we do to leverage technology as without difficulty as possible to be able to do their jobs;
  • Our information security and chance administration. These departments are responsible for keeping red Hat secure and report to me;
  • Our commercial enterprise statistics and analytics characteristic, which comparable to many organizations, is working to make certain we're leveraging facts as effortlessly as possible to make these information pushed decisions throughout the enterprise;
  • Our strategy enablement feature, which is oriented round how we represent our IT companies internally and externally. This function is where our red Hat-on-crimson Hat software lives, and it's where all of our affiliate development lives as well. As we seem to be at the styles of americans we need in IT each now and sooner or later, we're laser concentrated on how we supply the most appropriate opportunities for our people;
  • Our Captive construction core in India.
  • excessive: can you talk about how red Hat-on-pink Hat works? How do you consider about the use of the business's personal products inside your environment?

    Kelly: it's an essential component for us, and one of the most fun materials about this job is that in many instances, our consumer is someone corresponding to me. With a standard business, the CIO is likely now not the top consumer. here, the entire business is pondering how we are able to do our job better, which I benefit from. Our method is to enable an open, hybrid, multi-cloud approach and build a collection of products and choices around that. Our heritage is in open source, exceptionally in Linux and crimson Hat enterprise Linux, and the commercial enterprise is taking that and constructing it right into a hybrid cloud context.

    Our job is to make sure that we are assessing what we are attempting to do as a firm whereas assessing the purple Hat items that makes up the portfolio that we will thoroughly leverage. Our want is to make certain that we are making those products better before they get to our conclusion client. while we wouldn't have the amount of use situations that every company and business would have, there's a certain degree of commonality that we will drive and ensure is in area in order that we can premiere characterize it with our customers. The intent of the software is to make certain that we are an inner use case in addition to one it is represented externally. To do this, we are trying to arm our revenue, solution architecture, and service teams so they have a pretty good answer when shoppers inevitably ask the question, "How are you guys operating this internally?"

    high: How do you have interaction the CIO group to leverage a few of what pink Hat has while gleaning extra in regards to the evolution and needs of their personal operation?

    Kelly: considering the fact that purple Hat is this kind of staunch suggest of open-supply and how communities work, we are trying to consider ourselves as a catalyst in communities. The CIO group is a good one as there are a variety of boards and techniques for individuals to come back together. My team has engaged in an informal IT on IT group, which is an rising assortment of tech agencies who try to act in an identical techniques and run the equal fashions. All of those groups are working to make certain that their respective groups are being model showcases of our items. discovering from these distinctive individual experiences has been tremendous as they are all in diverse phases of adoption of their certain courses. The terrific minds in the neighborhood have helped us shape our thinking on our application itself. The best part concerning the neighborhood is that even our rivals are inclined to share guidance because we all suppose it is a great technique to exhibit ITs significance to the enterprise. This subject is a massive agenda item for many people in the neighborhood as they're still keen on making sure that companies in fact consider the cost it might probably carry. an extra way we try to be a catalyst in communities is through a variety of outreach classes inside the company, which I try to be energetic in. As CIOs come collectively at definite activities, discussing what we're doing with our respective enterprise is all the time a great topic.

    high: You came to purple Hat in August 2016. prior to that, you have been the CIO of McKesson U.S. Pharmaceutical company, which, though a company unit of McKesson, is the size of a Fortune 500 enterprise. are you able to talk concerning the change in way of life going from a greater usual IT branch at a lots better corporation to a smaller one which operates in the IT space?

    Kelly: besides the fact that children the lifestyle I came from became no worse than pink Hat’s, attending to shift gears and in my view reset how I went about my company was a clean cultural trade for me. when I came onboard, I made the mindful choice now not to run the customized playbook that i used to be acquainted with. as a substitute, I got down to hearken to the distinct cues in my new atmosphere and leverage what I knew from my historical one. one of the main cultural adjustments is that red Hat has the belief that anything is feasible, whereas McKesson stays intensely focused on executing a plan. I believe there are pros and cons to each strategies, and i tried to locate the pros from our strategy. after I got here in, I heard the comic story, "The enterprise will under no circumstances die of starvation, but we might die of indigestion." This was a transparent signal that we had a massive opportunity in entrance of us and that our center of attention needed to be round giving people simple task that our direction became the proper one. as a result of McKesson is without doubt one of the most useful areas to come up when it comes to staying concentrated on building a durable business long-time period, i was capable of carry my lessons from there.

    At crimson Hat, while it changed into refreshing to know we could go off and do the rest, it become daunting at the same time because we had to be focused on what we were going to do smartly. one more main change is that crimson Hat is a technically-minded enterprise, and coming in, I knew that i used to be by no means going to be the brightest technical mind within the business by way of any stretch of the creativeness. Coming in, considered one of my exact priorities become picking out how I could most desirable serve that neighborhood and be a good steward for what we had been trying to get performed in every dimension of what we do. The measurement and scale of pink Hat changed into also extraordinarily diverse from where I came from.

    although, fundamentally, the technique of attending to where you want to go is an identical. In both instances, it includes realizing a way to build durable practices and a mindset around balancing operational excellence and innovation. I have a saying, "Innovating in an operationally astonishing method," as a result of again and again, first rate ideas get big extremely quick, and if you aren't cautious about how you need to structure them, which you could create a big mess for your self. usual, my aim has been to take heed to the environment that i am in, take the first rate from my past experiences, and add my special parts to pink Hat's lifestyle.

    high: What had been probably the most methods you used to aid your organization locate its focal point and prioritize? changed into it a question of greater strategic planning or enhanced articulation of the prioritization mechanism, or are there other strategies that you just used to do this?

    Kelly: once I came in, i needed to make my precise interest in what makes this location tic commonplace, and that i wanted them to understand that i used to be going to dig into that to definitely have in mind it. once I begun with my team, I asked the essential query of, "What are we here to do?" while there were a wide selection of solutions to the question, there were principal subject matters within the solutions. The main subject matters I heard had been round collaboration, being open, and making bound that every person had a transparent understanding of how selections were made.

    We needed an working framework, so my crew and i sat down and drafted what we thought was a robust statement of purpose, a very good set of working ideas that supported that statement of goal, and a group of strategic areas of focal point. I determined that making this a good-down decision would now not be the most useful strategy, which is what many places will do. in its place, I decided to make it more of an open supply challenge. We did that, we opened it up for remark, we posted it internally, and we used our collaboration tools to refine what that observation was. There turned into a big volume of discussion and wonderful debates, and my best rule changed into that after sixty days, we have been going to unlock a minimally viable made from what it was. We did this with the dedication that as we grew, advanced, and worked as a group, that we might refine it for this reason.

    searching back, I trust this become a good step with my crew, and it confirmed that I understood how decisions may be made at red Hat. furthermore, I crucial to display that I liked the significance of everyone's voice being heard. We produced that, and that i am blissful to claim that a couple of years in, it continues to be there. while we've tweaked it here and there, it has develop into our anchor aspect. when we released it to the company and i took it to the diverse features that i was attending, we always started with the slide asserting, "here's what we're here to do." Having that focus has given everybody readability, and since of that, we have been able to execute impulsively. essentially the most important part of all of this become making sure that I had every person's voice and that every person noticed themselves in that remark. to date, that has proven to be a strong move.

    high: How do you see differentiating the IT branch in an atmosphere the place there is so lots expertise skill past IT?

    Kelly: we are in a captivating time when it comes to IT’s role within companies, and part of purple Hat's mission is to be the default choice for next-era IT. We built a strategy round that, which we call "The condo" internally since it has a lot of pillars, and up on the suitable of the residence it says, "Be the default option for next-generation IT." When going in the course of the process that we developed with the team, we observed to ourselves, "If it's what we're aiming to be, then we should be the next-era of IT."

    achieving this includes taking care of what is in region today as well as having a watchful eye on what is coming in the future. The premiere approach we differentiate ourselves internally is with the aid of connecting to that and making an attempt to persuade people that we are the class of store that is aware of what you should definitely are trying to seek when you go to your customer. This entails asking the questions: Are you engaged in right here actions? How do you examine this? How do you arrange round this aspect? How do you develop your people? as a result of each person has an opinion, we are on distinctive phases of acceptance with distinctive folks, however I believe the customary view is that we are an effective company.

    high: As you seem two to a few years out, what are one of the technologies that in particular excite you?

    Kelly: For us, every thing is set open hybrid multi-cloud and the way IT groups will live in that world, which is an exceedingly diverse world from what we're familiar with. here is very true for a normal business as a result of when you are a digital native, it is probably going 2nd nature for you. For us, it reasons us to think in another way about every thing. while the want within IT to buy utility and configure it to be used will never go away, there's additionally a need to praise these functions with customized purposes that need to continuously be developed.

    we're building these custom purposes, and we are thinking about containers and microservices. The technical underpinning of a container is a Linux container, which is our bread and butter. we have the items and features that permit us to strengthen these applications in a means that will also be moveable amongst on-prem facts facilities and multi public clouds, which gives an incredible advantage. it's totally entertaining to watch the giant public cloud suppliers strive to distinguish themselves, as is our capacity to construct applications that may leverage all of what they do neatly in an software that we own. we're putting a pretty good deal of focus on that to be sure that we are not most effective taking the purposes we can buy off the shelf and deploy them to develop and pressure the enterprise, but that we're how we enhance purposes in a means that is correct to the method we're telling our customer. moreover, we want to enhance applications in a means that gives us the surest portability. in case you look a few years down the street when the general public cloud suppliers will nevertheless be competing and bringing in new products and services, we are looking to be able to nevertheless build applications and basically sit down on correct of that that allows you to port as we see healthy.

    synthetic intelligence and computing device getting to know are exciting subject matters for us, each from a company software and a knowledge analytics viewpoint. as a result of we're a application business, we're at all times looking for ways to use expertise to power more desirable operating efficiencies within the company in ways in which permit us to take mundane jobs off the desk.

    finally, we are focused on IT automation. we've an outstanding product known as Ansible, which we've deployed closely all through our IT firm to the place we can automate outstanding strategies, take unnecessary labor out, and anticipate concerns more constantly than we might have devoid of it.

    Peter high is President of Metis method, a business and IT advisory enterprise. His latest ebook is imposing World class IT method. he's additionally the creator of World category IT: Why companies succeed When IT Triumphs. Peter moderates the discussion board on World classification IT podcast collection. He speaks at conferences all over the world. comply with him on Twitter @PeterAHigh.




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    Establishing a usable database environment requires a great deal of skill, knowledge, and consideration. This chapter will outline the principles involved in establishing a usable database environment.

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    One of the primary tasks associated with the job of DBA is the process of choosing and installing a DBMS. Unfortunately, many business executives and IT professionals without database management background assume that once the DBMS is installed, the bulk of the work is done. The truth is, choosing and installing the DBMS is hardly the most difficult part of a DBA’s job. Establishing a usable database environment requires a great deal of skill, knowledge, and consideration. This chapter will outline the principles involved in establishing a usable database environment.

    The process of choosing a suitable DBMS for enterprise database management is not as difficult as it used to be. The number of major DBMS vendors has dwindled due to industry consolidation and domination of the sector by a few very large players.

    Yet, large and medium-size organizations typically run multiple DBMS products, from as few as two to as many as ten. For example, it is not uncommon for a large company to use IMS or IDMS and DB2 on the mainframe, Oracle and MySQL on several different UNIX servers, Microsoft SQL Server on Windows servers, as well as pockets of other DBMS products such as Sybase, Ingres, Adabas, and PostgreSQL on various platforms, not to mention single-user PC DBMS products such as Microsoft Access, Paradox, and FileMaker. Who chose to install all these DBMSs and why?

    Unfortunately, often the answer is that not much thought and planning went into the decision-making process. Sometimes the decision to purchase and install a new DBMS is driven by a business need or a new application. This is reasonable if your organization has no DBMS and must purchase one for the first time. This is rarely the case, though. Regardless of whether a DBMS exists on-site, a new DBMS is often viewed as a requirement for a new application. Sometimes a new DBMS product is purchased and installed without first examining if the application could be successfully implemented using an existing DBMS. Or, more likely, the DBAs know the application can be implemented using an existing DBMS but lack the organizational power or support to reject a new DBMS proposal.

    There are other reasons for the existence of multiple DBMS platforms in a single organization. Perhaps the company purchased a commercial off-the-shelf application package that does not run on any of the current DBMS platforms. Sometimes the decision to buy a new DBMS is driven by the desire to support the latest and greatest technology. For example, many mainframe shops moving from a hierarchic (IMS) or CODASYL (IDMS) database model to the relational model deployed DB2, resulting in an additional DBMS to learn and support. Then, when client/server computing became popular, additional DBMSs were implemented on UNIX, Linux, and Windows servers.

    Once a DBMS is installed, removal can be difficult because of incompatibilities among the different DBMSs and the necessity of converting application code. Furthermore, when a new DBMS is installed, old applications and databases are usually not migrated to it. The old DBMS remains and must continue to be supported. This complicates the DBA’s job.

    So what should be done? Well, the DBA group should be empowered to make the DBMS decisions for the organization. No business unit should be allowed to purchase a DBMS without the permission of the DBA group. This is a difficult provision to implement and even more difficult to enforce. Business politics often work against the DBA group because it frequently possesses less organizational power than other business executives.

    Choosing a DBMS

    The DBA group should set a policy regarding the DBMS products to be supported within the organization. Whenever possible, the policy should minimize the number of different DBMS products. For a shop with multiple operating systems and multiple types of hardware, choose a default DBMS for the platform. Discourage deviation from the default unless a compelling business case exists—a business case that passes the technical inspection of the DBA group.

    Most of the major DBMS products have similar features, and if the feature or functionality does not exist today, it probably will within 18 to 24 months. So, exercise caution before deciding to choose a DBMS based solely on its ability to support a specific feature.

    When choosing a DBMS, it is wise to select a product from a tier-1 vendor as listed in Table 2.1. Tier 1 represents the largest vendors having the most heavily implemented and supported products on the market. You cannot go wrong with DB2 or Oracle. Both are popular and support just about any type of database. Another major player is Microsoft SQL Server, but only for Windows platforms. DB2 and Oracle run on multiple platforms ranging from mainframe to UNIX, as well as Windows and even handheld devices. Choosing a DBMS other than these three should be done only under specific circumstances.

    Table 2.1. Tier-1 DBMS Vendors

    DBMS Vendor

    DBMS Product

    IBM Corporation

    DB2

    New Orchard Road

    Armonk, NY 10504

    Phone: (914) 499-1900

    Oracle Corporation

    Oracle

    500 Oracle Parkway

    Redwood Shores, CA 94065

    Phone: (650) 506-7000

    Microsoft Corporation

    SQL Server

    One Microsoft Way

    Redmond, WA 98052

    Phone: (425) 882-8080

    After the big three come MySQL, Sybase, Teradata, and Informix. Table 2.2 lists these tier-2 DBMS vendors. All of these offerings are quality DBMS products, but their installed base is smaller, their products are engineered and marketed for niche purposes, or the companies are smaller with fewer resources than the Big Three (IBM, Oracle, and Microsoft), so there is some risk in choosing a DBMS from tier 2 instead of tier 1. However, there may be solid reasons for deploying a tier-2 solution, such as the high performance offered by Informix or the data warehousing and analytics capabilities of Teradata.

    Table 2.2. Tier-2 DBMS Vendors

    DBMS Vendor

    DBMS Product

    IBM Corporation

    Informix Dynamic Server

    New Orchard Road

    Armonk, NY 10504

    Phone: (914) 499-1900

    Sybase Inc. (an SAP Company)

    Adaptive Server Enterprise

    6475 Christie Avenue

    Emeryville, CA 94608

    Phone: (510) 922-3500

    Teradata Corporation

    Teradata

    10000 Innovation Drive

    Dayton, OH 45342

    Phone: (937) 242-4030

    MySQL (a subsidiary of Oracle Corporation)

    MySQL

    Phone: (208) 338-8100

    Of course, there are other DBMS products on the market, many of which are fine products and worthy of consideration for specialty processing, certain predefined needs, and niche roles. If your company is heavily into the open-source software movement, PostgreSQL, EnterpriseDB, or MySQL might be viable options. If an object DBMS is important for a specific project, you might consider ObjectDesign or Versant. And there are a variety of NoSQL DBMS offerings available, too, such as Hadoop, Cassandra, and MongoDB.1

    However, for the bulk of your data management needs, a DBMS from a tier-1, or perhaps tier-2, DBMS vendor will deliver sufficient functionality with minimal risk. A myriad of DBMS products are available, each with certain features that make them worthy of consideration on a case-by-case basis. Choosing any of the lower-tier candidates—even such major names as Software AG’s Adabas and Actian’s Ingres—involves incurring additional risk. Refer to Appendix B for a list of DBMS vendors.

    I do not want it to sound as if the selection of a DBMS is a no-brainer. You will need a strategy and a plan for selecting the appropriate DBMS for your specific situation. When choosing a DBMS, be sure to consider each of these factors:

  • Operating system support. Does the DBMS support the operating systems in use at your organization, including the versions that you are currently using and plan on using?
  • Type of organization. Take into consideration the corporate philosophy when you choose a DBMS. Some organizations are very conservative and like to keep a tight rein on their environments; these organizations tend to gravitate toward traditional mainframe environments. Government operations, financial institutions, and insurance and health companies usually tend to be conservative. More-liberal organizations are often willing to consider alternative architectures. It is not uncommon for manufacturing companies, dot-coms, and universities to be less conservative. Finally, some companies just do not trust Windows as a mission-critical environment and prefer to use UNIX; this rules out some database vendors (Microsoft SQL Server, in particular).
  • Benchmarks. What performance benchmarks are available from the DBMS vendor and other users of the DBMS? The Transaction Processing Performance Council (TPC) publishes official database performance benchmarks that can be used as a guideline for the basic overall performance of many different types of database processing. (Refer to the sidebar “The Transaction Processing Performance Council” for more details.) In general, performance benchmarks can be useful as a broad indicator of database performance but should not be the only determinant when selecting a DBMS. Many of the TPC benchmarks are run against database implementations that are not representative of most production database systems and therefore are not indicative of the actual performance of a particular DBMS. In addition, benchmarks are constantly updated to show new and improved performance measurements for each of the major DBMS products, rendering the benchmark “winners” obsolete very quickly.
  • Scalability. Does the DBMS support the number of users and database sizes you intend to implement? How are large databases built, supported, and maintained—easily or with a lot of pain? Are there independent users who can confirm the DBMS vendor’s scalability claims?
  • Availability of supporting software tools. Are the supporting tools you require available for the DBMS? These items may include query and analysis tools, data warehousing support tools, database administration tools, backup and recovery tools, performance-monitoring tools, capacity-planning tools, database utilities, and support for various programming languages.
  • The Transaction Processing Performance Council is an independent, not-for-profit organization that manages and administers performance benchmark tests. Its mission is to define transaction processing and database benchmarks to provide the industry with objective, verifiable performance data. TPC benchmarks measure and evaluate computer functions and operations.

    The definition of transaction espoused by the TPC is a business one. A typical TPC transaction includes the database updates for things such as inventory control (goods), airline reservations (services), and banking (money).

    The benchmarks produced by the TPC measure performance in terms of how many transactions a given system and database can perform per unit of time, for example, number of transactions per second. The TPC defines three benchmarks:

  • TPC-C, for planned production workload in a transaction environment
  • TPC-H, a decision support benchmark consisting of a suite of business-oriented ad hoc queries and concurrent data modifications
  • TPC-E, an updated OLTP workload (based on financial transaction processing)
  • Additional information and in-depth definitions of these benchmarks can be found at the TPC Web site at www.tpc.org (see Figure 2.1).

  • Technicians. Is there a sufficient supply of skilled database professionals for the DBMS? Consider your needs in terms of DBAs, technical support personnel (system programmers and administrators, operations analysts, etc.), and application programmers.
  • Cost of ownership. What is the total cost of ownership of the DBMS? DBMS vendors charge wildly varying prices for their technology. Total cost of ownership should be calculated as a combination of the license cost of the DBMS; the license cost of any required supporting software; the cost of database professionals to program, support, and administer the DBMS; and the cost of the computing resources required to operate the DBMS.
  • Release schedule. How often does the DBMS vendor release a new version? Some vendors have rapid release cycles, with new releases coming out every 12 to 18 months. This can be good or bad, depending on your approach. If you want cutting-edge features, a rapid release cycle is good. However, if your shop is more conservative, a DBMS that changes frequently can be difficult to support. A rapid release cycle will cause conservative organizations either to upgrade more frequently than they would like or to live with outdated DBMS software that is unlikely to have the same level of support as the latest releases.
  • Reference customers. Will the DBMS vendor supply current user references? Can you find other users on your own who might provide more impartial answers? Speak with current users to elicit issues and concerns you may have overlooked. How is support? Does the vendor respond well to problems? Do things generally work as advertised? Are there a lot of bug fixes that must be applied continuously? What is the quality of new releases? These questions can be answered only by the folks in the trenches.
  • When choosing a DBMS, be sure to take into account the complexity of the products. DBMS software is very complex and is getting more complex with each new release. Functionality that used to be supported only with add-on software or independent programs is increasingly being added as features of the DBMS, as shown in Figure 2.2. You will need to plan for and support all the features of the DBMS. Even if there is no current requirement for certain features, once you implement the DBMS the programmers and developers will find a reason to use just about anything the vendor threw into it. It is better to plan and be prepared than to allow features to be used without a plan for supporting them.

    Figure 2.2

    Figure 2.2. Convergence of features and functionality in DBMS software

    DBMS Architectures

    The supporting architecture for the DBMS environment is very critical to the success of the database applications. One wrong choice or poorly implemented component of the overall architecture can cause poor performance, downtime, or unstable applications.

    When mainframes dominated enterprise computing, DBMS architecture was a simpler concern. Everything ran on the mainframe, and that was that. However, today the IT infrastructure is distributed and heterogeneous. The overall architecture—even for a mainframe DBMS—will probably consist of multiple platforms and interoperating system software. A team consisting of business and IT experts, rather than a single person or group, should make the final architecture decision. Business experts should include representatives from various departments, as well as from accounting and legal for software contract issues. Database administration representatives (DA, DBA, and SA), as well as members of the networking group, operating system experts, operations control personnel, programming experts, and any other interested parties, should be included in this team.

    Furthermore, be sure that the DBMS you select is appropriate for the nature and type of processing you plan to implement. Four levels of DBMS architecture are available: enterprise, departmental, personal, and mobile.

    An enterprise DBMS is designed for scalability and high performance. An enterprise DBMS must be capable of supporting very large databases, a large number of concurrent users, and multiple types of applications. The enterprise DBMS runs on a large-scale machine, typically a mainframe or a high-end server running UNIX, Linux, or Windows Server. Furthermore, an enterprise DBMS offers all the “bells and whistles” available from the DBMS vendor. Multiprocessor support, support for parallel queries, and other advanced DBMS features are core components of an enterprise DBMS.

    A departmental DBMS, sometimes referred to as a workgroup DBMS, serves the middle ground. The departmental DBMS supports small to medium-size workgroups within an organization; typically, it runs on a UNIX, Linux, or Windows server. The dividing line between a departmental database server and an enterprise database server is quite gray. Hardware and software upgrades can allow a departmental DBMS to tackle tasks that previously could be performed only by an enterprise DBMS. The steadily falling cost of departmental hardware and software components further contributes to lowering the total cost of operation and enabling a workgroup environment to scale up to serve the enterprise.

    A personal DBMS is designed for a single user, typically on a low- to medium-powered PC platform. Microsoft Access, SQLite, and FileMaker2 are examples of personal database software. Of course, the major DBMS vendors also market personal versions of their higher-powered solutions, such as Oracle Database Personal Edition and DB2 Personal Edition. Sometimes the low cost of a personal DBMS results in a misguided attempt to choose a personal DBMS for a departmental or enterprise solution. However, do not be lured by the low cost. A personal DBMS product is suitable only for very small-scale projects and should never be deployed for multiuser applications.

    Finally, the mobile DBMS is a specialized version of a departmental or enterprise DBMS. It is designed for remote users who are not usually connected to the network. The mobile DBMS enables local database access and modification on a laptop or handheld device. Furthermore, the mobile DBMS provides a mechanism for synchronizing remote database changes to a centralized enterprise or departmental database server.

    A DBMS designed for one type of processing may be ill suited for other uses. For example, a personal DBMS is not designed for multiple users, and an enterprise DBMS is generally too complex for single users. Be sure to understand the differences among enterprise, departmental, personal, and mobile DBMS software, and choose the appropriate DBMS for your specific data-processing needs. You may need to choose multiple DBMS types—that is, a DBMS for each level—with usage determined by the needs of each development project.

    If your organization requires DBMS solutions at different levels, favor the selection of a group of DBMS solutions from the same vendor whenever possible. Doing so will minimize differences in access, development, and administration. For example, favor Oracle Database Personal Edition for your single-user DBMS needs if your organization uses Oracle as the enterprise DBMS of choice.

    DBMS Clustering

    Clustering is the use of multiple “independent” computing systems working together as a single, highly available system. A modern DBMS offers clustering support to enhance availability and scalability. The two predominant architectures for clustering are shared-disk and shared-nothing. These names do a good job of describing the nature of the architecture—at least at a high level.

    Shared-nothing clustering is depicted in Figure 2.3. In a shared-nothing architecture, each system has its own private resources (memory, disks, etc.). The clustered processors communicate by passing messages through a network that interconnects the computers. In addition, requests from clients are automatically routed to the system that owns the resource. Only one of the clustered systems can “own” and access a particular resource at a time. In the event a failure occurs, resource ownership can be dynamically transferred to another system in the cluster. The main advantage of shared-nothing clustering is scalability. In theory, a shared-nothing multiprocessor can scale up to thousands of processors because they do not interfere with one another—nothing is shared.

    In a shared-disk environment, all the connected systems share the same disk devices, as shown in Figure 2.4. Each processor still has its own private memory, but all the processors can directly address all the disks. Typically, shared-disk clustering does not scale as well for smaller machines as shared-nothing clustering. Shared-disk clustering is better suited to large-enterprise processing in a mainframe environment. Mainframes—very large processors—are capable of processing enormous volumes of work. Great benefits can be obtained with only a few clustered mainframes, while many PC and midrange processors would need to be clustered to achieve similar benefits.

    Shared-disk clustering is usually preferable for applications and services requiring only modest shared access to data and for applications or workloads that are very difficult to partition. Applications with heavy data update requirements are probably better implemented as shared-nothing. Table 2.3 compares the capabilities of shared-disk and shared-nothing architectures.

    Table 2.3. Comparison of Shared-Disk and Shared-Nothing Architectures

    Shared-Disk

    Shared-Nothing

    Quick adaptability to changing workloads

    Can exploit simpler, cheaper hardware

    High availability

    Almost unlimited scalability

    Performs best in a heavy read environment

    Works well in a high-volume, read-write environment

    Data need not be partitioned

    Data is partitioned across the cluster

    The major DBMS vendors provide support for different types of clustering with different capabilities and requirements. For example, DB2 for z/OS provides shared-disk clustering with its Data Sharing and Parallel Sysplex capabilities; DB2 on non-mainframe platforms uses shared-nothing clustering. Oracle’s Real Application Clusters provide shared-disk clustering.

    For most users, the primary benefit of clustering is the enhanced availability that accrues by combining processors. In some cases, clustering can help an enterprise to achieve five-nines (99.999 percent) availability. Additionally, clustering can be used for load balancing and failover.

    DBMS Proliferation

    As a rule of thumb, create a policy (or at least some simple guidelines) that must be followed before a new DBMS can be brought into the organization. Failure to do so can cause a proliferation of different DBMS products that will be difficult to support. It can also cause confusion regarding which DBMS to use for which development effort.

    As mentioned earlier, there is a plethora of DBMS vendors, each touting its benefits. As a DBA, you will be bombarded with marketing and sales efforts that attempt to convince you that you need another DBMS. Try to resist unless a very compelling reason is given and a short-term return on investment (ROI) can be demonstrated. Even when confronted with valid reasons and good ROI, be sure to double-check the arguments and ROI calculations. Sometimes the reasons specified are outdated and the ROI figures do not take everything into account—such as the additional cost of administration.

    Remember, every DBMS requires database administration support. Moreover, each DBMS uses different methods to perform similar tasks. The fewer DBMS products installed, the less complicated database administration becomes, and the better your chances become of providing effective data management resources for your organization.

    Hardware Issues

    When establishing a database environment for application development, selecting the DBMS is only part of the equation. The hardware and operating system on which the DBMS will run will greatly impact the reliability, availability, and scalability (RAS) of the database environment. For example, a mainframe platform such as an IBM zEC12 running z/OS will probably provide higher RAS than a midrange IBM xSeries machine running AIX, which in turn will probably exceed a Dell server running Windows. That is not to say everything should run on a mainframe; other issues such as cost, experience, manageability, and the needs of the applications to be developed must be considered. The bottom line is that you must be sure to factor hardware platform and operating system constraints into the DBMS selection criteria.

    Cloud Database Systems

    Cloud computing (see the sidebar) is increasing in usage, especially at small to medium-size businesses. A cloud implementation can be more cost-effective than building an entire local computing infrastructure that requires management and support.

    A cloud database system delivers DBMS services over the Internet. The trade-off essentially comes down to trusting a cloud provider to store and manage your data in return for minimizing database administration and maintenance cost and effort. Using cloud database systems can enable organizations, especially smaller ones without the resources to invest in an enterprise computing infrastructure, to focus on their business instead of their computing environment.

    By consolidating data sources in the cloud, it is possible to improve collaboration among partners, branch offices, remote workers, and mobile devices, because the data becomes accessible as a service. There is no need to install, set up, patch, or manage the DBMS software because the cloud provider manages and cares for these administrative tasks. Of course, the downside is that your data is now stored and controlled by an external agent—the cloud provider. Another inherent risk of cloud computing is the possibility of nefarious agents posing as legitimate customers.

    An example of a cloud database platform is Microsoft SQL Azure. It is built on SQL Server technologies and is a component of the Windows Azure platform.


    World's Most Remote Island Gets Advanced Medical Support From Team Led by IBM, UPMC and Beacon Equity Partners | killexams.com real questions and Pass4sure dumps

    SOURCE: IBM

    November 14, 2007 23:59 ET

    Real-Time Telemedicine Solution for Tristan da Cunha Brings Promise of Improved Medical Resources to Isolated Populations Everywhere

    ARMONK, NY--(Marketwire - November 14, 2007) - The world's most remote inhabited island can now access advanced telemedical care, thanks to services and support from a high-technology team led by IBM (NYSE: IBM), Beacon Equity Partners and the University of Pittsburgh Medical Center (UPMC). Tristan da Cunha is located more than 1,665 miles west of Cape Town, South Africa, and is accessible only by a boat trip lasting a week or more. Some 270 British Citizens call the island home.

    IBM, Beacon Equity Partners, and UPMC today joined Medweb and the Government of Tristan da Cunha in announcing the successful implementation of "Project Tristan." This tested and proven remote medical solution combines medical equipment, satellite communications and remotely supported electronic health-record (EHR) technology, allowing medical experts from anywhere in the world to assist island clinicians in their daily practices with medical diagnoses and emergency support.

    Until recently, the island's only physician, Dr. Carel Van der Merwe, has had to rely upon minimal technology and limited medical support. Working from a hospital without so much as its own telephone to provide care for patients, he has often performed life-saving diagnoses and procedures without proper equipment or specialized expertise. Lacking a communications system that could accept email attachments, help in interpreting X-Rays or EKGs, he has depended on digital images scanned, printed and faxed to specialists thousands of miles away, delaying diagnoses by days. With no airstrip on the island, emergency evacuation or outside medical intervention has been and remains today virtually impossible.

    Project Tristan was conceived by Edward Mullen, Chairman of Beacon Equity Partners, and Paul Grundy, MD, MPH, and IBM's Director of Healthcare Technology and Strategic Initiatives, as a way to honor the memory of a close friend, Thomas Wiese. It was implemented with the guidance and support of UPMC, as well as of Dr. Richard Bakalar, Chief Medical Officer for IBM, who also established the Navy's first integrated Telemedicine Office at the National Naval Medical Center in Bethesda, MD, prior to joining IBM. Dr. Bakalar is also President of the American Telemedicine Association.

    Project Tristan, which is based on open standards and runs on the Linux Operating System, is expected to greatly enhance the island's level of medical care and standard of living. The island's physician is now able to electronically capture and share medical data and information, including X-Rays and EKGs as well as pulmonary function evaluations and video camera examinations with physician consultants. Satellite communications will enable clinicians to provide real-time diagnostic advice and suggested treatments to the attending physician.

    "The ability to share medical data quickly and easily will be a life saver for our residents," said Dr. Van der Merwe. "By joining forces, IBM, Beacon Equity Partners, Medweb and UPMC have not only created the capability to bring critical, patient-centric care to our remote island, but also to other distant locations around the world -- on land or sea -- that require constant connection to expert medical resources."

    Contributions from each team member were as follows:

    -- IBM: Solution co-development, integration and project management for the telemedicine system provided to Tristan da Cunha. Products and services included staffing, on-site installation of the system (requiring a 25 day service call because of the limited means of getting to the island), financial resources, IBM xSeries servers provided to Medweb and high-resolution monitors.

    -- Beacon Equity Partners: Co-development of the concept and funding for the project.

    -- Medweb: Medweb servers and software and additional medical input devices including a computed radiography system for digital X-Ray; integration of ECG, digital cameras, spirometry and video conferencing capabilities; configuration and testing, remote installation, training and sustained support services on an ongoing basis, including primary technical and help desk services.

    -- University of Pittsburgh Medical Center: With its widely recognized experience in telemedicine in the U.S. and abroad, UPMC volunteered to help plan and implement Project Tristan. Additionally, UPMC offered clinical professional service to the island, including medical consultations on request; secure and reliable access to robust and comprehensive multimedia medical data on Tristan patients from the Medweb Telemedicine solution; and ongoing remote training to support Project Tristan as needed.

    -- SOAPware®: Project Tristan features cutting-edge, remotely supported Electronic Health Record (EHR) technology courtesy of SOAPware, Inc. This solution has more installed sites and is in use in more nations than any other.

    "Connecting the most remote inhabited spot on the face of the earth, Tristan da Cunha, to advanced medical care in real time and over the Internet is proof that the world is really flat. This is a big step towards providing everyone access to centers of healthcare excellence regardless of geographical location," said Paul Grundy, MD, MPH, IBM's executive sponsor for Project Tristan and Director of IBM's Healthcare Technology and Strategic Initiatives. "It's now possible to monitor a patient's heart and remotely change the setting on a pacemaker or make a complex fracture diagnoses over a satellite Internet connection -- even in an environment where the closest advanced care via a ship would otherwise have taken a week to reach the Island and another to return to the mainland for care."

    In dedicating Project Tristan to the memory of Weiss, who was lost to cancer in 2006 after a lifetime of helping others, the parties share a vision of the project's potential impact around the world. "Thomas had enormous energy and enthusiasm for reaching out to others," said Ed Mullen. "It is in memory of his spirit, resolve and guiding principles that our team has worked to deploy Tristan on Tristan da Cunha. Our unanimous goal is to expand this advanced telemedical solution to improve healthcare in remote locations around the world."


    IBM Reports 2005 First-Quarter Results; Reflects Expensing of Equity Compensation | killexams.com real questions and Pass4sure dumps

    ARMONK, N.Y.--(BUSINESS WIRE)--April 14, 2005--IBM today announced first- quarter 2005 diluted earnings per common share of $.85 from continuing operations as reported, including the effect of expensing share-based compensation, compared with diluted earnings on a similar basis of $.79 per share in the first quarter of 2004, an increase of 8 percent. First- quarter income from continuing operations was $1.41 billion, including the adoption of expensing equity compensation, compared with $1.36 billion a year ago, an increase of 3 percent. Revenues from continuing operations for the first quarter were $22.9 billion, up 3 percent, compared with revenues of $22.2 billion for the first quarter of 2004.

    Earlier this month, IBM announced its intention to expense equity compensation in the first quarter. The adoption is based on the implementation guidance provided in the SEC's release of Staff Accounting Bulletin No. 107, and in accordance with the FASB's revised Statement of Financial Accounting Standards (SFAS) No. 123(R), "Share- based Payments."

    Samuel J. Palmisano, IBM chairman and chief executive officer, said: "After a strong start, we had difficulty closing transactions in the final weeks of the quarter, especially in countries with soft economic conditions, as well as with short-term Global Services signings. As a result, we did not achieve all of our goals for the quarter. Middleware software and midrange systems results were solid, and we grew significantly in Business Performance Transformation Services and in the emerging markets of China, Brazil, India and Eastern Europe. We returned nearly $4 billion to investors in the quarter through share repurchases and dividends. We are taking appropriate measures to sharpen our execution, as we continue to implement our global growth strategies."

    First-quarter revenue growth of 3 percent (1 percent, adjusting for currency) was driven by growth in the Americas and Europe/Middle East/Africa. In the Americas, first-quarter revenues from continuing operations were $9.3 billion, up 2 percent (1 percent, adjusting for currency) from the 2004 period. Revenues from Europe/Middle East/Africa were $7.7 billion, an increase of 7 percent (2 percent, adjusting for currency). Asia-Pacific revenues grew 1 percent (down 2 percent, adjusting for currency) to $5.2 billion. OEM revenues increased 3 percent to $691 million compared with the first quarter of 2004.

    Revenues grew in four of IBM's five industry sectors in the first quarter led by the Distribution sector, as well as growth in sales to Small and Medium Businesses.

    Revenues from Global Services, including maintenance, increased 6 percent (3 percent, adjusting for currency) to $11.7 billion in the first quarter. Global Services revenues, excluding maintenance, increased 7 percent (4 percent, adjusting for currency). IBM signed services contracts totaling $10.0 billion and ended the quarter with an estimated services backlog, including Strategic Outsourcing, Business Consulting Services, Integrated Technology Services and Maintenance, of $110 billion.

    In addition to these signings and backlog figures there were about $200 million of Engineering and Technology Services signings to provide Business Performance Transformation Services customers with design skill and technical capabilities.

    Hardware revenues from continuing operations were essentially flat (down 2 percent, adjusting for currency) to $6.7 billion in the first quarter versus the first quarter of 2004. Revenues from the Systems and Technology Group totaled $3.9 billion for the quarter, up 2 percent on eServer revenue increases. This includes a 12 percent increase in pSeries UNIX servers, which is expected to gain market share in the first quarter, and an 8 percent increase in xSeries servers. Revenues from the zSeries mainframe product decreased 16 percent compared with the prior-year quarter. The total delivery of zSeries computing power as measured in MIPS (millions of instructions per second) decreased 11 percent. Revenues for the iSeries midrange servers increased 1 percent. Storage Systems and Technology OEM increased 5 percent and 2 percent, respectively. Revenues from Personal Systems Group decreased 3 percent to $2.7 billion. In the fourth-quarter 2004, IBM announced an agreement to sell the Personal Computing Division, a unit of the Personal Systems Group, which is expected to close in the second-quarter 2005.

    Revenues from Software were $3.6 billion, an increase of 2 percent (flat, adjusting for currency) compared with the first quarter of 2004. Revenues from IBM's middleware brands, which include WebSphere, DB2, Rational, Tivoli and Lotus products, were $2.8 billion, up 3 percent versus the first quarter of 2004. Operating systems revenues decreased 2 percent to $590 million compared with the first quarter of 2004.

    Revenues for WebSphere family of software products, which facilitates customers' ability to manage a wide variety of business processes using open standards to interconnect applications, data and operating systems, increased 11 percent. Revenues for Information Management increased 5 percent including revenues for DB2 database software, which enables clients to leverage information on demand, increased 9 percent. Revenues from Tivoli software (infrastructure software that enables customers to centrally manage networks and storage) increased 15 percent, and revenues for Lotus software, which allows collaborating and messaging by customers in real-time communication and knowledge management, increased 11 percent. Revenues from Rational software (integrated development tools) were flat compared with the first quarter of 2004.

    As a result, IBM expects to gain or hold market share for the first quarter in the collaborative software, systems management and security software, Web services and data management categories.

    Global Financing revenues declined 12 percent (15 percent, adjusting for currency) in the first quarter to $580 million. Revenues from the Enterprise Investments/Other area, which includes industry- specific IT solutions such as product life-cycle management software, increased 15 percent (12 percent, adjusting for currency) to $332 million compared with the first quarter of 2004.

    The company's total gross profit margin from continuing operations was 36.0 percent in the 2005 first quarter, which includes the effect of expensing equity compensation, compared with 35.6 percent in the first quarter of 2004 on a similar basis.

    In the first quarter of 2005, total expense and other income from continuing operations increased 5 percent to $6.2 billion and, coupled with the revenue increase of 3 percent, IBM's total expense-to-revenue ratio increased 0.5 points to 27.3 percent. For the quarter, the reporting periods reflect the adoption of expensing equity compensation as it relates to both selling, general and administrative (SG&A) expense and research, development and engineering (RD&E) expense. SG&A expense increased 6 percent to $4.9 billion. RD&E expense increased 3 percent to $1.5 billion. Intellectual property and custom development income increased to $219 million compared with $180 million a year ago. Other (income) and expense was $22 million of net expense in the first quarter of 2005 versus $13 million in the same period last year.

    IBM's effective tax rate from continuing operations in the first quarter 2005 was 30.0 percent, compared with 30.1 percent in the first quarter of 2004.

    Share repurchases totaled approximately $3.4 billion in the first quarter. The weighted-average number of diluted common shares outstanding in the first-quarter 2005 was 1.66 billion compared with 1.73 billion shares in the same period of 2004. As of March 31, 2005, there were 1.61 billion basic common shares outstanding.

    IBM ended the first quarter of 2005 with $8.7 billion of cash on hand. The balance sheet remains strong, and the company is well positioned to take advantage of opportunities.

    Debt, including Global Financing, totaled $23.4 billion, compared with $22.9 billion at year-end 2004. From a management segment view, the non-global financing debt-to-capitalization ratio was 5.3 percent at the end of March 31, 2005, and Global Financing debt declined $413 million from year-end 2004 to a total of $21.9 billion, resulting in a debt-to-equity ratio of 6.7 to 1.

    Forward-Looking and Cautionary Statements

    Except for the historical information and discussions contained herein, statements contained in this release may constitute forward- looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements involve a number of risks, uncertainties and other factors that could cause actual results to differ materially, as discussed in the company's filings with the U.S. Securities and Exchange Commission (SEC).

    Presentation of Information in this Press Release

    In an effort to provide investors with additional information regarding the company's results as determined by generally accepted accounting principles (GAAP), the company has also disclosed in this press release the following non-GAAP information which management believes provides useful information to investors:

    - adjusting for currency

    The rationale for management's use of non-GAAP measures is included as part of the supplementary materials presented within the first- quarter earnings materials. These materials are available on the IBM investor relations Web site at www.ibm.com/investor and will be included in a subsequent filing of a Form 8-K with the SEC.

    Conference Call and Webcast

    IBM's regular quarterly earnings conference call is scheduled to begin at 6:00 p.m. EDT, today. Investors may participate by viewing the Webcast at www.ibm.com/investor/1q05.

    Financial Results Attached

    INTERNATIONAL BUSINESS MACHINES CORPORATION COMPARATIVE FINANCIAL RESULTS (Unaudited; Dollars in millions except per share amounts) Three Months Ended March 31 Percent 2005 2004* Change ------- ------- ------- REVENUE Global Services $11,696 $11,024 6.1% Gross profit margin 24.3% 23.7% Hardware 6,749 6,735 0.2% Gross profit margin 27.5% 26.5% Software 3,551 3,466 2.4% Gross profit margin 86.4% 85.9% Global Financing 580 662 -12.5% Gross profit margin 54.2% 60.5% Enterprise Investments/ Other 332 288 15.2% Gross profit margin 52.5% 39.5% TOTAL REVENUE 22,908 22,175 3.3% GROSS PROFIT 8,254 7,892 4.6% Gross profit margin 36.0% 35.6% EXPENSE AND OTHER INCOME S,G&A 4,933 4,658 5.9% Expense to revenue 21.5% 21.0% R,D&E 1,459 1,416 3.0% Expense to revenue 6.4% 6.4% Intellectual property and custom development income (219) (180) 21.9% Other (income) and expense 22 13 71.3% Interest expense 49 35 40.0% TOTAL EXPENSE AND OTHER INCOME 6,244 5,942 5.1% Expense to revenue 27.3% 26.8% INCOME FROM CONTINUING OPERATIONS BEFORE INCOME TAXES 2,010 1,950 3.1% Pre-tax margin 8.8% 8.8% Provision for income taxes 603 586 2.8% Effective tax rate 30.0% 30.1% INCOME FROM CONTINUING OPERATIONS $1,407 $1,364 3.2% Net margin 6.1% 6.1% DISCONTINUED OPERATIONS Loss from discontinued operations 5 1 NET INCOME $1,402 $1,363 2.9% ====== ====== EARNINGS/(LOSS)PER SHARE OF COMMON STOCK: ASSUMING DILUTION CONTINUING OPERATIONS $0.85 $0.79 7.6% DISCONTINUED OPERATIONS (0.00) (0.00) ------ ------ TOTAL $0.84** $0.79 6.3% ====== ====== BASIC CONTINUING OPERATIONS $0.86 $0.81 6.2% DISCONTINUED OPERATIONS (0.00) (0.00) ------ ------ TOTAL $0.86 $0.81 6.2% ====== ====== WEIGHTED-AVERAGE NUMBER OF COMMON SHARES OUTSTANDING (M's) ASSUMING DILUTION 1,660.6 1,727.4 BASIC 1,628.7 1,691.7 * Restated first-quarter 2004 financial results to include the impact of share-based compensation expense. ** Does not total due to rounding. INTERNATIONAL BUSINESS MACHINES CORPORATION CONSOLIDATED STATEMENT OF FINANCIAL POSITION (Unaudited) At At (Dollars in millions) March 31, December 31, Percent 2005 2004* Change ----------- ----------- ------- ASSETS Cash, cash equivalents, and marketable securities $8,651 $10,570 -18.2% Receivables - net, inventories, prepaid expenses 32,692 36,573 -10.6% Plant, rental machines, and other property - net 14,708 15,175 -3.1% Investments and other assets 48,848 48,685 0.3% -------- -------- TOTAL ASSETS $104,899 $111,003 -5.5% ======== ======== LIABILITIES AND STOCKHOLDERS' EQUITY Short-term debt $6,329 $8,099 -21.9% Long-term debt 17,083 14,828 15.2% -------- -------- Total debt 23,412 22,927 2.1% Accounts payable, taxes, and accruals 27,493 31,687 -13.2% Other liabilities 24,074 24,701 -2.5% -------- -------- TOTAL LIABILITIES 74,979 79,315 -5.5% STOCKHOLDERS' EQUITY 29,920 31,688 -5.6% -------- -------- TOTAL LIABILITIES AND STOCKHOLDERS' EQUITY $104,899 $111,003 -5.5% ======== ======== * Restated 2004 financial position to include the impact of share-based compensation expense. INTERNATIONAL BUSINESS MACHINES CORPORATION SEGMENT DATA (Unaudited) FIRST QUARTER 2005 --------------------------------------------- Pre-tax Income (Loss) From (Dollars in millions) -------- Revenue --------- Continuing Pre-tax External Internal Total Operations Margin -------- -------- ------- ---------- ------- SEGMENTS Global Services $11,696 $745 $12,441 $942 7.6% % change 6.1% -2.2% 5.6% -4.9% Systems and Technology Group 3,869 235 4,104 109 2.7% % change 2.5% -0.4% 2.3% -35.9% Personal Systems Group 2,739 32 2,771 (17) -0.6% % change -3.1% 39.1% -2.7% -54.5% Software 3,551 461 4,012 893 22.3% % change 2.4% 15.0% 3.7% 4.6% Global Financing 579 449 1,028 396 38.5% % change -12.9% 60.4% 8.8% 5.9% Enterprise Investments 292 2 294 (32) -10.9% % change 6.2% 0.0% 6.1% 38.5% TOTAL SEGMENTS 22,726 1,924 24,650 2,291 9.3% % change 3.1% 12.9% 3.9% -1.5% Eliminations / Other 182 (1,924) (1,742) (281) TOTAL IBM $22,908 $0 $22,908 $2,010 8.8% % change 3.3% 3.3% 3.1% FIRST QUARTER 2004 ----------------------------------------------- Pre-tax Income (Loss) From (Dollars in millions) -------- Revenue --------- Continuing Pre-tax External Internal Total Operations Margin -------- -------- ------- ---------- ------- SEGMENTS Global Services $11,024 $762 $11,786 $991 8.4% Systems and Technology Group 3,776 236 4,012 170 4.2% Personal Systems Group 2,826 23 2,849 (11) -0.4% Software 3,466 401 3,867 854 22.1% Global Financing 665 280 945 374 39.6% Enterprise Investments 275 2 277 (52) -18.8% TOTAL SEGMENTS 22,032 1,704 23,736 2,326 9.8% Eliminations / Other 143 (1,704) (1,561) (376) TOTAL IBM* $22,175 $0 $22,175 $1,950 8.8% * Restated first-quarter 2004 financial results to include the impact of share-based compensation expense.


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