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A2010-501 - Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation - BrainDump Information

Vendor Name : IBM
Exam Code : A2010-501
Exam Name : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation
Questions and Answers : 167 Q & A
Updated On : February 21, 2019
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A2010-501 exam Dumps Source : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation

Test Code : A2010-501
Test Name : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation
Vendor Name : IBM
Q&A : 167 Real Questions

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IBM Accessment: IBM Maximo Asset

Ontracks Consulting Takes suitable IBM Maximo Reseller Title….again | killexams.com Real Questions and Pass4sure dumps

Edmonton, Canada, February 05, 2019 --(PR.com)-- Ontracks Consulting has solidified its location as a premier IBM accomplice, once once again being named the #1 Reseller of IBM Maximo EAM utility in North the united states. here's the fourth time over the past 5 years that Ontracks has been so honoured.

a number one Maximo implementer and an IBM Platinum degree enterprise associate, Ontracks Consulting has been offering asset management implementation functions for over a decade. This company achievement has its roots within the common company way of life. It highlights the brought price that Ontracks continues to deliver to its shoppers as smartly because the success of the firm's consumer-focused philosophy.

“We’re very pleased to be once again be recognized for as the main reseller of IBM Maximo,” says Craig Mackenzie, essential at Ontracks Consulting. “This achievement confirms our dedication to retaining the optimum stage of competency with IBM Maximo and the complicated work and dedication of our whole crew.”

On the accomplishment, IBM’s Industrial Channel leader Matt Simons remarks, "As we evaluate our associate ecosystem you recognize at once which companions have the DNA to be a hit: first-class of individuals, trade competencies, notion chief, skill to collaborate, and so forth. or not it's evident that Ontracks possesses these characteristics by means of as soon as again being our excellent Maximo reseller in North the united states for the fourth time in 5 years. What an accomplishment!"

About Ontracks Consulting

Ontracks Consulting is a number one implementer of IBM’s business Asset management product Maximo and operational development enterprise, working with purchasers all over to increase their operational performance. Ontracks specializes in delivering commercial enterprise implementations and assisting our consumers know tangible and sustainable operational advancements.

IBM Maximo placed in Leaders Quadrant for 3 commercial enterprise Asset administration Industries | killexams.com Real Questions and Pass4sure dumps

source: IBM

September 27, 2007 13:fifty nine ET

studies cover power era, Transmission and Distribution and Manufacturing

ARMONK, new york--(Marketwire - September 27, 2007) - IBM (NYSE: IBM) today introduced that Gartner Inc. has located IBM's Maximo asset management answer within the leaders quadrant in three of its studies, together with the "Magic Quadrant for business Asset administration for Manufacturing, 2007," "Magic Quadrant for commercial enterprise Asset administration for Transmission and Distribution, 2007," and "Magic Quadrant for energy-producing EAM utility, 2007.(1)"

Gartner evaluates companies in its Magic Quadrant on "Completeness of vision" and "means to Execute."

In each and every of the studies, the analyst company qualifies leaders as having a world presence, a big installed base in each and every of the areas being evaluated, and "a mixture of wealthy aspects together with: performance, interfaces to different ERP applications and a competent and international implementation accomplice community."

IBM Maximo is a collection of software products that helps valued clientele manage their enterprise belongings -- including planning, procurement, deployment, monitoring, maintenance and retirement -- via a web-architected platform. With valued clientele in a mess of industries, from packaged goods to heavy manufacturing and oil and gas construction, IBM Maximo is designed to enrich production reliability, labor effectivity, fabric optimization, software license compliance, hire administration, guarantee and service administration and provisioning across a corporation's belongings.

"we're extremely glad with Maximo's most contemporary positioning in Gartner's business EAM Magic Quadrant reviews," mentioned Jack young, vice chairman, Maximo development, IBM Tivoli application. "With the center of attention on selected industries, we believe these reviews spotlight Maximo's skill to fulfill a large choice of necessities in accordance with our understanding of and commitment to solving the challenges our customers face. With the substances we have now been able to add to our construction and implementations groups, we are confident Maximo will continue to be a number one solution for a variety EAM markets."

The Gartner reports consist of a market description for enterprise Asset management (EAM) solutions, mentioning, "EAM functionality advanced from the CMMS purposes that embody work and substances management for fault restoration, normal preventive upkeep and service actions, and from the work administration functions that catered to reactive, brief term work planning bobbing up from consumer or failure necessities. An EAM answer contains work order advent, planned maintenance, maintenance background, MRO inventory and procurement, as well as equipment, component and asset monitoring for equipment. In its most-developed form, the functionality is extended by means of the addition of primary economic administration modules, comparable to accounts payable, charge recording in ledgers, and human aid administration for rostering and skill recording."

About IBM

For greater counsel on IBM, please seek advice from www.ibm.com. more information on IBM's Maximo may also be discovered at http://www.maximo.com.

Maximo® is a registered trademark of IBM, Inc.

(1) Magic Quadrant for commercial enterprise Asset management for Manufacturing, 2007. Dan Miklovic, Kristian Steenstrup Magic Quadrant for enterprise Asset management for Transmission and Distribution, 2007. Kristian Steenstrup, Dan Miklovic Magic Quadrant for power-producing EAM application, 2007. Kristian Steenstrup, Dan Miklovic

The Magic Quadrant is copyrighted 2007, by Gartner Inc. and is reused with permission. Gartner's permission to print its Magic Quadrant should now not be deemed to be an endorsement of any company or product depicted within the quadrant. The Magic Quadrant is Gartner's opinion and is an analytical illustration of a marketplace at and for a particular time length. It measures providers against Gartner-described criteria for a industry. The positioning of providers within a Magic Quadrant is in response to the complicated interaction of many elements. well-recommended supplier alternative selections should count on greater than a Magic Quadrant. Gartner research is intended to be one of many suggestions sources and the reader should now not rely completely on the Magic Quadrant for decision-making. Gartner expressly disclaims all warranties, specific or implied of fitness of this analysis for a selected intention.

IBM Releases version 7.1 of Maximo Asset administration | killexams.com Real Questions and Pass4sure dumps

IBM Releases edition 7.1 of Maximo Asset management

newest version facets increased support for linear property

  • by Gladys Rama
  • 05/29/2008
  • IBM remaining week launched version 7.1 of its Maximo Asset administration product that contains improved help for linear property in addition to stronger capabilities for lifecycle and upkeep management.

    This latest edition become designed to be mainly a good option for industries that "cope with the requirement to control vital property that are a part of a disbursed gadget," such because the railroad and utility industries, the company pointed out in a statement.

    via a single SOA platform, clients are capable of automate the administration of distinctive assets, reducing the need to have varied asset management techniques.

    edition 7.1 additionally includes new reporting, work-order monitoring, and work management capabilities. It points a brand new user interface that's without problems configurable "and not using a particular working towards," the business mentioned, in addition to compliance and possibility management equipment.

    "With this latest release ... IBM is constructing on the legacy of Maximo and it be commitment to the EAM [enterprise asset management] market," talked about bill Sawyer, vice president of Maximo operations for IBM Tivoli, in a organized statement. "The additional IBM supplies, within the sort of developers, application engineers and business experts, which have been in a position to add to the Maximo 7.1 building effort supposed providing to our clients a extra comprehensive providing."

    Maximo Asset management necessities, a leaner, less function-stuffed version of the product designed for "smaller implementations," is also accessible. Go to http://www.ibm.com for extra tips.

    about the author

    Gladys Rama is the senior website producer for Redmondmag.com, RCPmag.com and MCPmag.com.

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    VA financial management system: FLITE delayed | killexams.com real questions and Pass4sure dumps

    VA financial management system: FLITE delayed
  • By William Jackson
  • Dec 02, 2009
  • The Veterans Affairs department has let the pilot program of a new asset management system slip by two months, just five months since the agency awarded the contract, according to a new report by the Government Accountability Office. GAO attributed the problems to inadequate staffing and poor program management. 

    In the report, GAO blamed General Dynamics, the contractor, for falling behind schedule.

    The VA awarded the contract for the Strategic Asset Management system in April to General Dynamics in April. The system is one of two major components of VA's Financial and Logistics Integrated Technology Enterprise (FLITE), an effort to produce a department-wide integrated financial and asset management system. FLITE is one of the programs that the Office of Management and Budget has designated high risk.

    The second component is the Integrated Financial Accounting System (IFAS). VA awarded a program management contract for IFAS to Booz-Allen Hamilton in March, and a pilot for that system is scheduled to begin in 2010.

    The VA is the second largest federal agency, with 250,000 employees. The Veterans Health Administration operates 154 hospitals, 995 outpatient clinics, 135 community living centers, 49 residential rehab centers and 232 counseling centers. But it is plagued with inefficient and unstandardized business systems that require repeated manual entries, GAO said.

    “VA has for over a decade been pursuing improvements in its business processes and replacement of its existing financial and asset management systems with an integrated financial management system,” GAO said.

    The lack of an integrated financial management system has been recognized as a departmental weakness since 1991, and FLITE is the second attempt to provide one. Work on the earlier proposed Core Financial and Logistics System began in 1998 and was scheduled to be completed in 2006, but the agency dropped the program in 2004 when pilot projects revealed it would be unable to support the department’s needs.

    Planning for FLITE began in 2005, with full operational implementation scheduled for 2014 at a cost of $608.7 million. As of September, the VA had spent about $91 million on the program.

    The department picked the Maximo Enterprise Asset Management software suite from IBM as FLITE’s Strategic Asset Management (SAM) program, and General Dynamics IT was given the contract to implement at pilot in Milwaukee. By September, the contractor had not started 11 of 34 tasks, including a security assessment, and was behind schedule on 16 of the remaining 23 tasks, GAO said.

    “VA attributed the [delays] to a shortage of FLITE program office human capital resources and poor project management by the contractor,” GAO said. According to the program director, the program did not have the personnel it needed during the initial months of the SAM pilot project to provide the contractor with the information it needed.

    The GAO noted that the department has made improvements in FLITE management, filling some vacant positions. But, “while VA has recently taken steps to address the staffing shortages that have substantially contributed to this delay, it has not yet fully established the management capability necessary for FLITE to be successful,” the report said. “The department is faced with significant challenges in implementing FLITE’s pilot systems as planned, while simultaneously working to fully establish program management capabilities.”

    The department has agreed with GAO on steps needed to put FLITE on a more secure footing:

    •Improve the reliability of the program cost estimate by ensuring that the estimate includes system operations and maintenance costs and that the estimate is reconciled with the independent cost estimate.

    •Improve the reliability of program earned value management reporting by ensuring that contractor earned value management systems comply with industry standards.

    •Complete a revised integrated master schedule that includes all key program activities, including reconciliation of the program cost estimate and implementation of earned value management, and identifies all resources and dependencies.

    •Ensure that all relevant and applicable federal financial management system requirements are included in FLITE’s requirements and establish and maintain requirements traceability.

    •Ensure that all comments from independent verification and validation reviews are addressed.

    About the Author

    William Jackson is a Maryland-based freelance writer.

    ERP Drives Parivartan at HPCL | killexams.com real questions and Pass4sure dumps


    Ever since the government of India announced deregulation of the oil industry in 2002, HPCL had undertaken a Business Process Reengineering (BPR) study to ready the oraganisation for post deregulation market conditions. We had to be prepared to take on the Shells and the Exons of the world, said Nishi Vasudeva, executive director (IS) of HPCL.

    One of the major recommendations of the BPR was the implementation of a world class ERP system, she said. The implementation of the ERP system would enable the corporation to meet the challenges of the emerging market scenario.

    Project Parivartan is HPCL’s initiative to implement Oracle s JD Edwards EnterpriseOne, an ERP solution. The implementation covers all the modules of the ERP software viz. sales & distribution, manufacturing, finance and HR. Customised modules to suit HPCL processes have been developed for employee compensation & benefits and also payroll and both integrated with finance and HR modules of the software.

    Team set up and implementation partner

    A multi functional team of 25 officers drawn from various functional departments was set up for undergoing detailed training on the JDEdwards ERP system and take up the implementation across the corporation, in 2000-01. This team strength was augmented over time especially in the rollout phase.

    After completion of the training, the team documented the As-Is processes of the corporation. The implementation partner was selected from the consulting partners of JDEdwards. The contract for the Conference Room Prototype (CRM) and pilot implementation was awarded to Capgemini and Ernst & Young,.

    CRP and pilot roll out

    The pilot implementation project was divided into various phases.

    * Validation of as-IS processes

    * Finalization of the technical architecture and the hardware/software requirements

    * Finalization of interfaces/customizations

    * Configuration & testing of the Conference Room Prototype (CRP) for business processes of the Corporation

    * Roll out at the pilot locations

    Based on the technical architecture, the corporation parallely placed the order for the architecture components and set up the data centre at Mumbai.

    The implementation at pilot locations was preceded by comprehensive simulation & testing of the solution by building a CRM. All HPCL business processes were simulated and tested here. The configuration & set-ups of the software were perfected to achieve the desired business results from the software solution. At the completion of the CRP phase a model for implementation of the JDEdwards software across all the locations was in place.

    A customised module was developed for compensation & benefits and employee payroll which was integrated to the core finance and HR modules.

    The pilot locations were selected to represent every type of location in HPCL. Hence, a refinery, lube manufacturing plant, depot, terminal, LPG plant, regional offices of retail, direct sales & LPG SBU, aviation service facilities were chosen as pilot locations, said Vasudeva.

    The first pilot location went live in Feb 2003, and the other specified locations went live by July 2003. Based on the learnings, a standardised template was refined so that it could be rolled out across all the locations.

    Roll out across the corporation

    As HPCL has a national presence, it was important to determine the path for the ERP rollout. Several business processes were analysed for determining the points affecting the process look & a detailed roll out plan for implementation across all locations of the corporation was prepared. It was thought prudent that the roll out should follow the logical movement of the product. Thus, the ERP roll out started with locations in and around Mumbai, followed by other Maharashtra and Gujarat locations, and finally, covered the entire footprint of all 400 locations.

    Before roll out, each location went through change readiness assessment exercise, said Vasudeva. The central team visited the location to assess the infrastructure, communication equipment as well as acceptance of the new system by the location workforce.

    Workshops were held with the officers and the staff to explain the rationale of the new system and take them on board in the whole exercise. “We had made a short film depicting salient features of Project Parivartan. The film also contained messages from the top management including one from the chairman & managing director. This helped improve credibility of the initiative as also it helped employees understand their role it. We had roped Boman Irani as the narrator,” she said.

    Even though the system was tested in the conference room prototype, at each location, the system was put through further tests using location specific data. This testing was done by the users themselves under the guidance of the implementation team. This helped achieved twin objective of increasing confidence of the users in the system and preparing the users for actual working on the system. Typically, the implementation team would be at the location one month prior to go-live. It would carry out the set-ups & testing as described above, train the users during the month. The first of the next month, the system would go live. A part of the implementation team would proceed to the next location to repeat this cycle. The other part of the team would be left behind to support the users in case of any problems in working with the new system.

    HPCL took up the roll out across the locations from August 2003 based on the roll out plan. Every month a set of locations were taken up for roll out. Number of locations to be taken up each month depended on the type of locations, requirements of team size/composition, coexistence issues etc. The entire roll out was completed without any delay.

    Change management

    A change management programme was put in place to facilitate a smooth transition for the employees.

    The first form of communication was spearheaded through Parivartan News, a newsletter informing stakeholders about the project, and developments. The corporation also encouraged pilot location visits, and conducted readiness surveys. The HR department organised basic computer training programmes.

    Champions were identified for the pilots. A champion was normally a senior person who would champion the Parivartan cause among peers, and be a one-point contact between the management and the employees. Competitions were organised for the best pilot.A few quick win solutions such as SMS messages to the dealers/distributors were implemented to increase the visibility of the system.

    Extensive training was imparted to the potential users of the system. Some of the users were given end-to-end process training for an in-depth understanding of the system. This enabled them to perform the role of Key Users to provide support to the other users at the location.

    Comprehensive training imparted to the users during the implementation at any site is still being followed by refresher courses from time to time, said Vasudeva. Over 3000 man days of training have been provided during the last year to the end users of the system covering the functional and operational areas of the system. Apart from the traditional modes of class room training, some innovative technologies like remote e-training have been used that have been found to be very effective in quickly reaching to the users across the length and breadth of the country.

    Now, the ERP system is in place in every location. The system helps the decision makers at various levels in taking timely business decisions based on on-line & accurate information that is available from the system. Standardization of business processes in the system has resulted in better management control. Cost of operations can be tracked easily in the system which helps the managers in controlling them. The system has contributed to substantially reducing the time taken for closing the quarterly, half yearly and annual accounts.

    It has been interfaced with Maximo maintenance management systems at the refineries, and has been interfaced with the automation system at the marketing locations, electronic weighbridges for weight based loading of bitumen, FO and LPG tank trucks. These interfaces have made the operations simple and reduced the human intervention reducing human errors. The number of locations where the interface has been implemented is being increased as more and more terminals and depots are automated.

    A state-of-the-art data centre in the Head Office at Mumbai hosts IBM enterprise servers which manage the entire data and applications in a centralised architecture. The connectivity to the locations has been established by using various available communication channels such as leased lines, VSATs, radio links, ISDN, VPN and dial-ups. A separate Data Centre has been set up in Hyderabad for providing a back-up in the event of any physical contingency to the primary site. This DRC mirrors the main server and would be in a position to take over in case of any disaster at the primary site as well as to enable any maintenance shutdown to the server.

    New initiatives in Parivartan

    A multitude of IT-enabled solutions could be developed based on the foundation of the ERP system. The availability of on-line and real time information in these systems enables speedy decision making, improved responsiveness, reduced cycle times and could improve customer service. ERP platform also enables development of real time interfaces to the IT enabled systems of our various business partners. Various such new initiatives have been implemented and sustained efforts continue to bring in more of these to reality.

    E-banking initiative has been expanded to cover all payments to outside parties including vendors, contractors and employees. We have tied up with multiple banks to offer the service to the various categories of payees. E-payment has been rolled out to all locations, i.e. zonal offices, refineries, Marketing & Corporate HQOs. Payment information flows seamlessly as ERP server communicates directly with the bank servers. The payment is effected by the bank through ECS, account transfer, EFT or by cheque. e-payment is helping the Corporation to bring about transparency in the payment process and also ensure timely payment to all vendors.

    A customer portal is being maintained which provides complete visibility to the direct customers, dealers & distributors on their transactions with the corporation. It is being enhanced to provide a two way interface wherein the customer, in addition to seeing information, is also able to place indents for products.

    A portal for the transporters has been rolled out during the year to enable the transport contractors to access information pertaining to their transactions with the Corporation. A number of work flow based applications have been implemented for employee self service so as to speed up the process of benefits administration. Capital budgeting process for Non-plan projects has been captured in the system through workflow based application.

    In the area of procurement, the platform provided by the ERP system is being used for bringing in transparency. System for on-line vendor registration of vendors through the Internet has been implemented. Similarly the system of hosting of tenders on the internet has also been implemented. The corporation has completed a pilot for e-procurement which would gradually be expanded to cover procurement of a wider range of products and services.

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