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A2040-921 - IBM WebSphere Portal 7.0 Migration and Support - BrainDump Information

Vendor Name : IBM
Exam Code : A2040-921
Exam Name : IBM WebSphere Portal 7.0 Migration and Support
Questions and Answers : 78 Q & A
Updated On : November 20, 2018
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A2040-921 exam Dumps Source : IBM WebSphere Portal 7.0 Migration and Support

Test Code : A2040-921
Test Name : IBM WebSphere Portal 7.0 Migration and Support
Vendor Name : IBM
Q&A : 78 Real Questions

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IBM IBM WebSphere Portal 7.0

IBM Helps shoppers Work Smarter With New offerings to enrich productiveness and cut back costs | killexams.com Real Questions and Pass4sure dumps

ARMONK, N.Y., Sept. 14 /PRNewswire-FirstCall/ -- IBM (NYSE: IBM) nowadays launched new utility and capabilities to support customers construct collaborative and linked enterprise environments to harness the quick industry shifts that are remodeling how they work.

(emblem: http://www.newscom.com/cgi-bin/prnh/20090416/IBMLOGO)

the new IBM offerings are designed to support customers throughout industries include rather than face up to the exceptional changes in ultra-modern industry and use them to their competencies. They handle three essential challenges faced by way of business leaders worldwide: making business techniques greater responsive and less difficult to trade; improving collaboration within and past their corporations; and using know-how to fulfill business wants directly.

"With increasing pressures on the can charge, velocity and efficiency of doing company, working smarter is not purely an choice -- it has turn into a matter of survival," said Steve Mills, Senior vice president, IBM application. "developing businesses which are agile, collaborative and related is among the key ambitions of IBM's Smarter Planet initiative. the usage of IBM utility, organizations can harnesses the collective knowledge of their agencies and capitalize on the insights provided with the aid of an increasingly intelligent, instrumented world."

New industry Frameworks to pace client price and deployment

IBM is announcing new offerings designed to assist businesses make their techniques more agile, responsive and more convenient to exchange whereas aiding increased collaboration between people and people procedures. New business frameworks at first focused at four industries - banking, chemical/ petroleum, power and govt - help clients benefit from many years of IBM business adventure and consist of a configurable application platform, trade property and surest practices. The frameworks, designed to be turnkey software modules that match certain industry needs, allow quicker enterprise solution deployment with lessen challenge cost chance, elevated alternative via a validated ecosystem of companions, and accelerated adoption of business IT requirements.

New collaboration offerings and functions

another main part of this initiative is a collection of IBM collaboration choices that derive collective intelligence via crowd-sourcing and social dynamics. These consist of new social networking equipment for the business and secure, cloud-based collaboration that joins together networks of groups as in the event that they were a single company. IBM is also helping business people remedy their personal each day challenges via new mashup software and supplying new solutions for unified communications, mobile collaboration and portal communities.

IBM is asserting a new set of knowledgeable functions concentrated on collaboration and mobility. These features, which replicate the brand new reality of an increasingly social and cell personnel, help join individuals, methods and advice and permit collaboration throughout agencies and with consumers and partners. They encompass IBM sensible enterprise desktop on the IBM Cloud, IBM cell commercial enterprise functions for Managed Blackberry, and IBM Converged Communications functions.

New abilities development to help technology meet business needs rapidly.

To aid consumers entry valuable, move-disciplinary knowledge and support them work smarter, IBM is announcing a new IBM company performance center of Excellence. Reinforcing IBM's commitment to enhancing business optimization and personnel productivity, the middle will offer and analyze foremost practices in this enviornment and provide clients with a blueprint for alternate for his or her personal groups. It can be supported by using thousands of IBM consultants knowledgeable in the deployment of company manner administration, collaboration and service oriented architecture expertise. The center will additionally evaluate trends and investigate how they're influenced through technology in impacting business success and supply digital entry to experts to transfer potential to clients.

corporations are recognizing the should rethink the techniques and techniques that run their groups and evaluate new the way to empower the americans who support them. Doing so can unencumber a wave of creativity, productivity and issue solving that generates tangible consequences.

The Alliance for Paired Donation has reduced the time it takes to suit an organ donor with a recipient from weeks to seconds the use of refined application, with the long-time period capabilities of saving greater than $1 billion in healthcare costs. similarly, the State of Missouri workplace of fatherland security dramatically expanded catastrophe preparedness by way of revising its company approaches and portal to manage distinct counsel programs, whereas SAT-Mexico, the country's taxation agency, cut paperwork via ninety three percent by means of improving workflow between human and automated methods. additionally, U.S. bank, supported through wise collaboration, is embarking on a boom method to increase new product insights and allow the sharing of imaginative concepts among personnel via social utility from IBM, while Delaware County financial institution and have confidence is managing projects in true time and supplying on-the-spot capabilities to purchasers by means of deploying IBM collaboration and information sharing technologies.

regardless of these and different customer successes, a normal of 5.3 hours per employee per week is wasted on account of inefficient company strategies, while two-thirds of employees agree with there are colleagues who can assist them do their jobs better, however do not know how to find them.

In a new survey of 176 enterprise and IT leaders, IBM uncovered key findings about the way to overcome boundaries to riding better results. based on the survey, empowering line of enterprise clients to make alterations to enterprise tactics is the one most important precedence. additionally, groups that are essentially the most adaptive and attentive to change leverage cellular and instant technologies for superior collaboration, make rapid changes to business tactics according to changing market conditions, and are productive at finding the correct suggestions to make superior choices. The IBM survey additionally showed that 70 percent of CIOs say optimizing techniques is a excellent priority, while virtually three-quarters cite client and associate collaboration as key.

IBM will conduct a smart Work "Jam" September sixteen-18 to externalize the dialogue and share ideas about smart Work for a better Planet. The Jam will include participation via James Surowiecki, company strategist and creator of the bestseller, "The knowledge of the Crowds." enterprise leaders, technologists, researchers and visionaries are invited to participate.

previous the Jam should be a wise Work videocast on Sept. 16. Register for the videocast at: http://www-01.ibm.com/software/options/smartwork/virtual/, and for the Jam at: www.collaborationjam.com/minijam2/jam/registration/index.do?jamId=1746&S...

###

IBM, WebSphere, Lotus, SmartSOA and the IBM e-business emblem are emblems or registered logos of international enterprise Machines enterprise. For a listing of additional IBM trademarks, please see www.ibm.com/felony/copytrade.shtml

All other enterprise, product or service names may well be trademarks or registered logos of others. Statements concerning IBM's future building plans and schedules are made for planning applications simplest, and are field to trade or withdrawal devoid of notice. Reseller costs may also range.

Contact: Chris Rubsamen IBM Media relations (914) 766-1803 [email protected]

supply IBM service provider


IBM Buffs office and WebSphere Portal | killexams.com Real Questions and Pass4sure dumps

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IBM Buffs place of work and WebSphere Portal IBM this week introduced new and up to date products in its place of work household of collaboration products, together with 19 position-primarily based built-in purposes for medium and small company consumers. The business also referred to it's going to provide advert hoc web conferencing as a provider for purchasers beginning in December.

The solutions give customizable enterprise features for specific industries or categories of business tasks and operations – all developed the use of IBM workplace products and chosen third-birthday celebration functions.

even though most likely a cliché through now, IBM officers additionally persevered to stress the transformations between a “network-delivered” collaboration ambiance and one based mostly essentially on very own computer systems – in particular Microsoft’s view. “[With Workplace Solutions] you don't have to have Microsoft workplace,” says Larry Bowden, vice chairman, of IBM office application solutions.

IBM designed the solutions by means of gaining knowledge of the job roles required for performing standard units of tasks or operations inside a set of vertical markets. at the equal time, it considered how to implement horizontal company roles within usual organizations’ IT environments, including procurement, finance and administration, client carrier, and human resources. the new office solutions supply built-in application units that meet at that nexus; as an instance, systems to give department banking or retail keep administration services.

“They’ve taken training out of IBM’s functions community and . . . they have designed these packages to make these americans with the important thing company roles more constructive,” says Robert Mahowald, analysis manager at IDC. That may still, the reasoning goes, make these agencies that adopt those solutions more a success.

because the solutions and IBM office items aid trade standards, including Java and XML, other products will also be integrated with other programs as well. IBM workplace contains Lotus office, WebSphere Portal, Lotus Notes and Domino, and WebSphere Everyplace, in line with the company’s net website.

“Our focus is on organizational productivity,” says Bowden, adding, “Having a aggressive edge is not nearly as good as having a sustainable aggressive facet.”

basically, implementing entire built-in programs in keeping with the features that a enterprise needs to perform as smartly because the roles of the people who operate the necessary projects, and presenting that to consumers in an answer package that is the subsequent best thing – or so IBM officials hope – to a turnkey answer, gives that sustainable area, enterprise executives submit.

The solutions don’t do everything. Implementation details stay however IBM’s intent is to take a part of the pain out of the method for small and medium-sized groups that don’t have a division committed to proposing IT. “Why don’t we get you 70 % of how?” asks Bowden rhetorically.

in one of IBM’s demonstration situations, a financial institution branch teller receives a large determine and needs to gain the approval of a consumer carrier person, and additionally should clear the deposit for regulatory compliance and auditing. The branch banking solution offers job roles for 3 distinctive employee assignment units to meet the mandatory business capabilities. indeed, the brand new office options encompass more than 30 job services or worker roles, business spokespeople referred to.

among the areas where IBM is providing new workplace solutions are: retail, electronics, manufacturing, finance, telecommunications, govt, existence sciences, healthcare and car corporations. additionally, the enterprise has updated its department Banking solution as well as its business Controls and Reporting solution (now at edition 2.5).

fundamentally, however, IBM is taking a a little different tack on coopetition. To corporations like Oracle, SAP and PeopleSoft, “They’re asserting, ‘we’re going to supply the plumbing for you,’” says IDC’s Mahowald, leaving part of the pie for other avid gamers.

IBM will additionally start providing on demand net conferencing next month, officials spoke of. “when you have a browser and a cell, that you could deploy a web convention,” Bowden says. “as an alternative of purchasing the application from us, that you would be able to simply buy the carrier.” This comes as an instantaneous try to take enterprise faraway from Microsoft’s reside assembly, says Mahowald.

in addition, IBM also introduced a brand new product in the place of work family. IBM workplace services specific v2.0 is a brand new product designed for small and mid-sized companies and departments in huge firms. It contains group collaboration, document administration, net kinds, assignment lists, and portal features as smartly user customization elements. IBM workplace capabilities specific also integrates with the person's existing purposes and records, as well as e-mail, calendar and address book, and provides more than a few collaboration tools including integrated instant messaging. it is going to ship in December, officials stated.

eventually, IBM debuted the newest free up of WebSphere Portal – version 5.1 – which adds virtual portals, business procedure workflow facets, and more suitable content administration capabilities. edition 5.1 will be purchasable by means of the conclusion of November.

The business will announce pricing for all the items and functions when the products can be found, business officers stated.

about the creator

Stuart J. Johnston has lined technology, in particular Microsoft, given that February 1988 for InfoWorld, Computerworld, tips Week, and computer World, as well as for commercial enterprise Developer, XML & net features, and .internet magazines.


How Do They aid SOA? | killexams.com Real Questions and Pass4sure dumps

This chapter is from the e-book 

A service-Oriented structure (SOA) is effectively an IT architectural trend that allows for purposes to be developed to help contemporary business needs of flexibility and integration. Flexibility allows for a enterprise to trade and adapt. Integration emphasizes the communication and interaction of enterprise tactics from end-to-conclusion, each internally and externally with consumers and suppliers.

IBM WebSphere Portlet manufacturing unit is a component of the IBM SOA basis and helps the "bring together phase" of the SOA existence cycle. developing a SOA application in reality contains creating a provider company mannequin and a provider consumer model. further SOA aspects include disconnected guide by means of stub service fashions, automatic provider testing, fundamental provider documentation, dynamic carrier mapping, and repair interface guide.

IBM WebSphere Portal is part of the IBM SOA groundwork and helps the "installation phase" of the SOA lifestyles cycle. The deploy phase comprises a mixture of creating the internet hosting atmosphere to your applications and definitely deploying these purposes. IBM WebSphere Portal is a hosting environment for the person interaction common sense of your SOA application. IBM WebSphere Portal offers you the person interface to SOA. extra SOA aspects consist of having access to net capabilities from portlets, internet capabilities for far off portlet (WSRP), integrating business processes, and composite purposes.

through connecting/integrating a company's components including people, applications, company procedures, and content, IBM WebSphere Portlet manufacturing facility and IBM WebSphere Portal build portals that provide complete interplay and collaboration features.




Killexams.com A2040-921 Dumps and Real Questions

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A2040-921 exam Dumps Source : IBM WebSphere Portal 7.0 Migration and Support

Test Code : A2040-921
Test Name : IBM WebSphere Portal 7.0 Migration and Support
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Q&A : 78 Real Questions

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What’s going on with Oracle’s Blue Stack support for JD Edwards customers? | killexams.com real questions and Pass4sure dumps

Ray Grigsby, Rimini StreetRay Grigsby, Rimini Street

There are important changes coming to the way support is provided for JD Edwards customers who currently run on the Oracle supported ‘Blue Stack.’ By way of Q&A, Ray Grigsby, Vice President, JD Edwards Service Delivery, Rimini Street sets out the current known position, and suggests how an alternative might make more sense for customers.

What does Oracle’s Blue Stack support currently include and what specifically will change on September 30, 2016?

Oracle has provided support for The EnterpriseOne Technology Foundation (Blue Stack.) This consists of IBM DB2 for Linux, Unix and Windows, IBM WebSphere Application Server, and the IBM WebSphere Portal. On September 30, 2016, JD Edwards EnterpriseOne IBM Technology Foundation and JD Edwards EnterpriseOne IBM Technology Foundation Upgrade will no longer be supported by Oracle.

If software licensees want to continue running their tried and true combination of IBM Blue Stack technology and JD Edwards applications while fully supported, they will have to purchase a new Blue Stack support agreement from IBM or a Value Added Reseller (VAR).

Licensees using the JDE World software are not affected since they license DB2 as part of their iSeries support.

That seems drastic. Why do you think Oracle is ending Blue Stack support?

Oracle’s strategy appears to be a consistent move towards a single-vendor approach including hardware, software and services, which for some licensees could present well-known challenges associated with vendor lock-in but which might make sense where the customer has decided strategically on a ‘single throat to choke’ approach to licensing.

What are the options for current Blue Stack licensees?

There are currently three options Blue Stack licensees can choose from before September 30, 2016:

  • Licensees can continue running Blue Stack but will need to purchase a new support agreement from IBM by September 30, 2016. This is an additional agreement to the existing JDE support and maintenance agreement currently in place with Oracle, forcing the customers to manage support issues between two vendors.
  • Licensees can migrate to Oracle Technology Foundation (Red Stack) but are required to purchase a new Oracle Red Stack license and support contract. Additional costs potentially include upgrading to the most current JD Edwards EnterpriseOne 9.1 / 9.2 versions, data migration, re-engineering of custom modules, process modifications and Red Stack staffing and skills training.
  • Licensees can switch to Independent Software Support Services and take back control of their JD Edwards application strategy. By switching to an independent support service, licensees can continue to run their existing JD Edwards applications and use a portion of their savings, such as the 50% savings guaranteed by specific independent software service providers, to acquire full support for Blue Stack from IBM. A third party support provider typically assumes responsibility for all JD Edwards support management and problem resolution, along with interoperability and customizations. This saves time, money and resources by offloading these tasks to an independent software support service provider, while saving overall costs.
  • How does getting Blue Stack support from IBM actually work? Is IBM stepping up to make this a feasible option for its customers running JDE on IBM?

    Many licensees will choose to continue using Blue Stack in conjunction with their JD Edwards software, but will need to procure Blue Stack support from IBM. They will still be able to purchase new products directly from IBM or a Value Added Reseller (VAR).

    Licensees will need to find new budget to purchase Blue Stack support from IBM on top of their pre-existing Oracle annual support and maintenance agreement for JD Edwards software.  The impacts for licensees to continue running Blue Stack under IBM support include:

  • Potential requirements for increasing funding for IBM Blue Stack support agreements and JD Edwards application support
  • Dedicating substantial time and more internal resources to managing, coordinating and resolving support issues amongst multiple support services from Oracle and IBM
  • Working with potential interoperability issues between JD Edwards applications and Blue Stack components
  • What would you estimate moving to Red Stack would cost for an average sized JDE Blue Stack customer running on IBM? 

    These things are always difficult to assess, however, history is a good guide.

    For a start, pricing could be significant but is dependent on each specific JD Edwards implementation. More important, it could be a disruptive, potentially risky move for a licensee to switch platforms to Red Stack. Customers will also have to consider the following:

  • New capital expenditures and operational expenditures for Red Stack products, licenses and support because moving to a new stack is an intricate process and not a simple one-step migration However, some users on older versions of E1 may require two upgrades to get to the current 9.1 / 9.2 versions. But all upgrades require retrofitting, patching and testing. (Source: Oracle, Planned EnterpriseOne Upgrade Innovations, 2015 – PDF)
  • Mandatory upgrade to the most current JD Edwards EnterpriseOne 9.1 / 9.2 versions in order to run Red Stack, which may necessitate re-engineering custom modules and process modifications because various layers must be re-implemented including applications, middleware, database, operating systems, virtual machines and storage.
  • Cost to migrate data and redeploy other components as required from Blue Stack to Red Stack.
  • Potential Red Stack staff training, availability and cost issues.
  • It is difficult to be precise about any of these costs for the reasons stated above but based upon our research in similar environments, we are seeing a very rough estimate in the range of $200K+ to $1M in annualized costs per implementation on individual configurations. This rough estimate is for a single Oracle 12c database and would still require additional hardware, licensing, middleware, training, support and more. These are all costs that will be required to keep the lights on. Check this article for further color on aspects of Oracle licensing and pricing.

    What are the benefits for customers making the choice to go to a third party?

    You would expect me to say this, but by switching to independent support, JD Edwards support services customers can reduce their total maintenance costs by up to 90%[1] to fund Blue Stack support from IBM.

    A good third party support provider should offer access to a dedicated Primary Support Engineer who will assess, diagnose and remediate all support issues; and help you find savings that allow you to redeploy IT staff onto strategic projects that move the business forward in a positive manner. Net-net, not only can customers protect their existing investments, but they can also get more out of their resources.

    Where can customers find out more?

    We think it is important that potential customers discover which customers have taken the plunge and opted for an independent support approach. Companies like Liz Claiborne and Pitney-Bowes spring to mind but there are many more that can be found in this comprehensive resource.

    Note: [1] Source: Rimini Street: http://www.riministreet.com/company. Details are based upon ongoing internal analysis using total maintenance savings accounting for upgrades, customizations and support resources.

    Image credit - Feature image - Composite image of maze question mark © vectorfusionart - Fotolia.com; headshot by Rimini Street.


    How They Did it: Moving IBM’s Smarter Supply Chain to the Cloud | killexams.com real questions and Pass4sure dumps

    By Thomas Ward and Vasanthi Gopal · March 1, 2014

    These days, it is hard to avoid the mention of cloud computing during any ordinary work week. And with good reason: “Cloud,” as it is referred to, is rapidly becoming a valued means of storing, sharing, and retrieving all kinds of data at faster speeds and with far lower fixed costs than ever before. It was only a matter of time before cloud would be seen as a potential solution for some of the complex challenges that supply chain managers face in today’s non-stop global economy.

    So what does the cloud-driven supply chain look like in practice? How are its advantages actually playing out? And what are some of the challenges and risks along the way?

    IBM’s Integrated Supply Chain (ISC) organization has some answers. In 2012, ISC began taking to the cloud its Quality Early Warning System (QEWS), an innovative solution developed by IBM to identify potential quality defects in its end-to-end hardware supply chain processes. In addition to saving IBM an estimated $50 million in warranty costs, QEWS is an important step in IBM’s shift from descriptive, or reactive, analytics to predictive analytics.

    The group’s experience with cloud computing thus far has proved to be promising. The results provide ample justification for continued investment in cloud, particularly in terms of managing time and project commitments. This article shares some of what IBM has learned to date, gives candid disclosures about some of the pitfalls, and points to the next steps in moving more of IBM’s supply chain to the cloud.

    IBM’s Supply Chain Imperative

    Delivering information technology hardware, software, and services to over 170 countries, IBM generated 2013 revenues of almost $100 billion with net income of $18 billion. But like other Fortune 500 organizations, IBM is in white-hot competition for market share and client relevance.

    Every efficiency gain matters; every opportunity to shift costs from fixed to variable is of great interest; every technology model that improves collaboration and reduces cycle time is of enormous value. “We can make ourselves a successful company,” Ginni Rometty, IBM’s chief executive said recently.

    “But to be the world’s most essential company? Others confer that on us. We will have to earn that.” Pivotal to IBM’s effectiveness is its ISC organization, whose 20,000-plus employees in 70 countries manage more than $33 billion in annual spend for IBM and workwith more than 19,000 suppliers worldwide, all connected online.

    The ISC owns and manages IBM’s end-to-end supply chain processes. This includes all of its supplier-facing source-to-payment processes and its client-facing opportunity-to-order-to-cash interactions, along with the conventional plan-to-deliver activities. It should come as no surprise that the ISC relies heavily on its IT prowess; more than 93 percent of supplier invoices are transacted electronically; and it has more than 30 analytics applications that are used to improve its global end-to-end operations.

    The ISC’s leadership team had been well aware of cloud computing’s potential for years; after all, IBM has been a leading cloud proponent for a long time. (The enterprise has been growing its overall cloud revenues sharply in recent years; indeed, IBM reported 2013 cloud revenues of more than $4 billion—a 69 percent increase over 2012.)

    But cloud’s value to ISC became clear in the fourth quarter of 2011 when Tim Humphrey, ISC’s director of strategy and innovation, identified it as a key enabler for IBM’s overall supply chain strategy—notably for increasing supply chain agility. Crucially, cloud would realign ISC’s strategy with IBM’s overall corporate strategy, which was already tightly tied to cloud computing.

    The organization’s consequent cloud strategy was developed and reviewed by Tom Ward (co-author of this article and ISC’s supply chain cloud strategist), and approved by Fran O’Sullivan, IBM’s chief supply chain officer and her senior supply chain executive team.

    The strategy was established by conducting over 40 interviews across IBM’s supply chain, with executives in the office of its chief information officer, and with its Global Technology Services’ executive teams.

    In addition, available industry research was evaluated to identify the intersection between cloud and the supply chain. The primary benefits of cloud were already well understood by the team. These were anchored in the definition of cloud from the National Institute of Standards and Technology (NIST). (See Cloud Made Clear.)

    ISC leaders knew it would provide faster access to IT resources and the elastic capacity needed to make IBM’s supply chain more agile. They were familiar with the ways in which cloud service providers could speed up “time to value” in terms of clients’ access to the cloud. They knew that the cloud can open up multi-enterprise collaboration among suppliers, clients, and business partners, boosting supply chain efficiency.

    (In a traditional IT environment, server utilization is typically 15 percent to 25 percent, whereas in the cloud, it can be more than 65 percent.) And they understood that improved visibility of key data would make supply chains more responsive. The question was, where, across all of IBM’s farflung supply chain operations, could cloud be piloted to best effect?

    The ISC’s leaders pinpointed three areas in which cloud could make big contributions:

  • Reducing the cycle time for on-boarding clients to the cloud
  • Trimming cycle times for delivery and set-up of cloud infrastructure for IBM’s and its clients’ data centers
  • showcasing the migration of IBM internal supply chain applications to the cloud
  • Cloud Made Clear

    Cloud computing has been compared to renting a car versus owning a car. Under a car rental agreement, the renter pays for the use of the car on a consumption basis: A renter is charged by the day or by the mile driven. The car is rented from a fleet of cars of different sizes, makes, and models.

    The renter can readily opt for an “upgrade” car if he or she needs more capacity or speed. The National Institute of Standards and Technology (NIST) defines “cloud” as follows: Cloud computing is a model for enabling ubiquitous, convenient, on- demand networkaccess to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and ser vices) that can be rapidly provisioned and released with minimal management effort or service provider interaction.

    The fundamental benefits of cloud computing are ease of use and speed of provisioning. It is important to note that cloud is not a “technology,” like networking or server storage; it is a usage model. It is based on a pool of network, compute, storage, and application resources. Treating all the resources in the data center as a pool enables users to more accurately quantify the business value of cloud computing as a solution at each stage of implementation.

    Shortlisting Applications for The Cloud

    With those objectives in mind, Tom Ward and other ISC leaders began to map out a supply chain cloud deployment plan in mid-2012. At least 12 of IBM’s existing supply chain applications were identified as strong candidates to migrate to the cloud—applications ranging from Web order invoicing, and online travel reservations to critical parts management tools.

    The evaluation process mapped the cloud’s desirable characteristics (as defined by NIST and ISC) to the fit with each application. This assessment was based on a supply chain application running on an Infrastructure as a Service (IaaS) environment. To launch the initiative, the ISC cloud team began to identify and assemble professionals from across the company who could help drive the cloud pilot program.

    As part of IBM’s global technical talent development program, three ISC employees from India, Chile, and Spain worked with Ward and IBM distinguished engineer Pascal Durazzi to identify and evaluate candidate applications. By 2013, three new staff members—including co-author Vasanthi Gopal, an IBM IT architect—had joined the team to drive ISC’s cloud application migration.

    Importantly, the cloud strategy effort required no full-time employees. Ward has been allocating approximately 30 percent of his working week to the project; Gopal commits one day a week as part of her own ongoing training and development initiative at IBM. Allin all, the ISC’s cloud strategy initiative has required the equivalent of perhaps one full-time person thus far.

    Additionally, the team took five key steps:

  • Evaluating the cost for migration and on-going operations
  • Comparing cloud-based costs to the business-as-usual environment
  • Completing a security risk assessment in order to mitigate any security exposures
  • Completion of a client enablement questionnaire to activate the service and provision the client’s initial resource
  • Last but by no means least, the detailed planning for deployment of the application’s migration to the cloud
  • image

    QEWS Gets the Green Light

    The team selected a quality management solution, Quality Early Warning System (QEWS), for the pilot. Developed in-house by IBM, QEWS has been in use in IBM’s Server and Storage manufacturing operations worldwide since 2008. Its advanced analytics help detect emerging negative trends in supply chain quality early in the process.

    The tool monitors and analyzes data that was already available in IBM’s information repository, such as full field performance data, manufacturing and test performance data, and supplier quality performance data. When an outlier is identified, QEWS proactively sends an alert to the appropriate manager, who can evaluate and confirm that there is a potential quality related defect and initiate the necessary remediation.

    Specifically, QEWS provides an alternative to the current standard in quality—statistical process control (SPC)—which is prone to many false alarms and is reactive rather than predictive. QEWS’ “smart” infrastructure automatically detects defect trends typically before they are triggered by traditional, industry standard SPC techniques.

    Using this predictive approach to quality management, IBM can identify and resolve potential problems six to eight weeks or more earlier than with traditional SPC at any stage of the supply chain process. The result: QEWS minimizes manufacturing rework, delayed product shipments, warranty claims in recall of defective products—all of which can and do contribute to lost time, higher costs, and lower client satisfaction.

    QEWS can mitigate these problems while lowering costs, improving productivity, and enhancing brand value. Benefits to date at IBM include savings of $50 million in hard warranty costs since 2008, plus soft savings and benefits. In 2012, QEWS was recognized byInformationWeek as a leading innovation.

    And it was a finalist in the technology category of the Institute for Supply Management’s (ISM) 2013 awards. Perhaps more importantly, QEWS illustrates IBM’s shift from descriptive to predictive analytics. It is one of over 30 supply chain analytics solutions currently in use.

    The application was recommended for the pilot program by Donnie Haye, ISC’s vice president of analytics, solutions, and acquisitions. Haye based her recommendation on the fact that the QEWS sits at the intersection of business analytics and the cloud across IBM’s suppliers, its clients, and IBM itself.

    Analytics help unearth insights that inform business decisions and can be used to automate and optimize business processes. Cloud is a key enabler for integrating analytics applications and providing visibility across the supply chain. Moreover, QEWS was already gaining interest as a “showcase” application, for demonstration to IBM’s clients; moving it to the cloud could make it easier to use in future collaborations with clients, suppliers, and business partners.

    The application can be used across many of IBM’s clients’ manufacturing industries, from automobile to electronics. The advantage of having QEWS in the cloud is that it makes it easier and faster to integrate with a client’s IT infrastructure. The client portal can be customized, and the user can choose the type of data to be displayed.

    image

    The Migration Begins

    In February 2013, the push to put the QEWS application on the cloud began in earnest. By March 2013, the ISC cloud team was focused firmly on technology questions, such as deciding which cloud infrastructure to select. Some platforms, such as OpenStack, CloudStack, and Cloud Foundry, are gaining popularity, but no single standard has been widely adopted yet. (IBM supports infrastructure as a service (IaaS) on OpenStack and platform as a service (PaaS) on Cloud Foundry.)

    The ISC team decided to migrate QEWS to IBM Cloud Managed Services (CMS). The team secured funds from the group’s “Smarter ISC Fund”—leveraging an internal source for financing innovation projects—in order to use the IaaS layer. IBM Cloud Managed Services (CMS) was chosen for several reasons.

    CMS includes both the System x (Wintel) and Power System (AIX) IBM servers. The Power System provided for enterprise level application support. And CMS offered software and service options (operating system, middleware including Websphere, installation, andsupport). Crucially, from IBM’s standpoint, CMS can be readily scaled and applied by any company that manufactures and sells physical products, ranging from heavy industrial equipment to medical devices, globally.

    That is true for a private cloud environment or for one in a hybrid cloud, shared with other companies. By April, the emphasis had shifted to security. Given the sensitivity of supply chain data, which regularly includes clients’ names and delivery addresses, details of suppliers’ pricing, and terms and conditions, it is easy to understand why ISC executives such as Haye were anxious to confirm that the cloud offering would be secure enough to prevent Client A from seeing Client B’s data or IBM’s own data.

    Moreover, QEWS encompasses an abundance of quality performance data and information about supply chain risks. And since QEWS is an enterprise level IBM application, and is therefore tightly integrated with many other company wide operations and processes, the security review required significant work.

    IBM has robust policies and practices around information security management, which supply chain applications such as QEWS must comply with globally. Another benefit of using the CMS cloud was that it is compliant with IBM’s stringent corporate requirements for security management.

    By September 2013, the ISC team’s activities had begun to pivot toward IT migration—that is, how to actually load the supply chain software into the cloud. The migration of QEWS to CMS took longer than expected; Ward’s team—and the ISC executives—had hoped it would take weeks, but in fact it took several months.

    What was not immediately obvious was the difference between applications that are “cloud native”—developed on the cloud—and those that are not. To strengthen the security around QEWS on the cloud, the team accounted for the fact that QEWS was already plumbed in tightly to a wide range of existing data sources.

    Lessons Learned

    Cloud computing is a flexible and powerful technology model—one that can quickly eliminate the constraints imposed by traditional computing. The ability to access huge volumes of computing power, to dial up or dial down usage as needed, and to choose between private, public, or hybrid versions of the cloud has shown IBM’s ISC group that the cloud is of real and enduring business value.

    ISC’s early forays into harnessing cloud for the supply chain has given its leaders every confidence that the technology model can prove valuable in many other applications beyond QEWS. As such, authors Ward and Gopal and their colleagues began migrating a second application toward the end of 2013—an application that suppliers will be able to access.

    Work is well under way to move other ISC applications into the cloud. The ISC cloud team is presently evaluating three other applications to migrate to the cloud, one of which shares QEWS’ development and test environment. This has allowed the team to very quickly provision and dedicate new servers to the new application—in days, not weeks.

    The CMS-based infrastructure is now being opened up to the developers of the new application so they can install and test it in the enterprise level cloud environment. Once it has been demonstrated that this second application can run on the cloud, the ISC team can then scale up the platform to put another mission critical application into production on the cloud.

    As a result of its efforts, the ISC team has learned a lot in a short time. One important takeaway from the longer than expected migration of QEWS is that ideally, such applications should be built on the cloud in the first placerather than trying to retrofit them onto the IaaS layer.

    Another lesson: Cloud deployments can be surprisingly low cost. In 2013, Ward and his team used only 70 percent of the money allocated for the cloud platform.

    Another positive surprise: Now that the infrastructure has been installed, it has proved extremely facile to onboard other clients. As noted earlier, the QEWS solution is of practical importance outside of IBM. Since going live, ISC has begun work with major automotiveindustry clients to use QEWS in their manufacturing processes.

    The cloud deployment provides a straightforward way for IBM to demonstrate the benefit ts it has realized and it enables clients to quickly use their own data to realize QEWS advantages. A client can rapidly access QEWS online, download its own data, and run its own analysis.

    What is perhaps most interesting is the speed with which new applications can be brought online now that the team has properly mapped out the cloud infrastructure. Essentially, new applications can be ported over to the cloud in just a few weeks, whereas the QEWS application took six months to reach that stage.

    At the time of this writing, cloud’s element of speed was evident in the ISC group’s entry in an internal competition at IBM. The contest—a fun way to spur excellence in internal communications and to help convey cloud’s proliferation within IBM—involves all of IBM’s cloud teams voting on the best way that such messages are communicated.

    The imagery used on the ISC group’s entry—racing aircraft, with the tagline “expect the unexpected—faster with analytics”—amply sums up how cloud computing is helping IBM’s supply chain speed into the future.

    August 15, 2018

    The 2016 Virtualization Review Editor's Choice Awards | killexams.com real questions and Pass4sure dumps

    In-Depth

    The 2016 Virtualization Review Editor's Choice Awards

    Our picks for the best of the best.

    As we close the book on 2016 and start writing a new one for 2017, it's a good time to reflect on the products we've liked best over the past year. In these pages, you'll find old friends, stalwart standbys and newcomers you may not have even thought about.

    Our contributors are experts in the fields of virtualization and cloud computing. They work with and study this stuff on a daily basis, so a product has to be top-notch to make their lists. But note that this isn't a "best of" type of list; it's merely an account of the technologies they rely on to get their jobs done, or maybe products they think are especially cool or noteworthy.

    There's no criteria in use here, nor any agenda at work. There was no voting, no "popularity contest" mindset. These are simply each writer's individual choices for the most useful or interesting technology they used in 2016. As you can see, it was a fine year to work in virtualization.

    Trevor Pott

    HC3Scale ComputingWhy I love it: Compute and storage together with no fighting; this is the promise of hyper-convergence, and Scale succeeds at it. Scale clusters just work, are relatively inexpensive, and deal with power outages and other unfortunate scenarios quite well.

    What would make it even better: Scale needs a self-service portal, a virtual marketplace and a UI that handles 1,000-plus virtual machines (VMs) more efficiently.

    The next best product in this category: There are many hyper-converged infrastructure (HCI) competitors in this space, and each has its own charms. Try before you buy to find the right one for you.

    Remote Desktop Manager (RDM)DevolutionsWhy I love it: RDM changed my universe. Once, my world was a series of administrative control panels and connectivity applications, each separate and distinct. After RDM, I connect to the world in well-organized tabbed groups. A single click opens a host of different applications into a collection of servers, allowing me to bring up a suite of connectivity options with no pain or fuss.

    What would make it even better: The remote desktop protocol (RDP) client can be a little glitchy, but when it is, there's usually something pretty wrong with the graphics drivers on the system.

    The next best product in this category: Royal TSX

    HyperglanceHyperglance Ltd.Why I love it: Hyperglance makes visualizing and exploring complex infrastructure easy. It makes identifying and diagnosing issues with infrastructure or networks very simple. Nothing else on the market quite compares. Humans are visual animals, and solving problems visually is just easier.

    What would make it even better: Hyperglance is an early startup, so there's a lot of room to improve; however, they're doing work that no one else seems to be doing, so it's kind of hard to complain.

    The next best product in this category: So far as I know, there are no relevant competitors that aren't still in the experimental stage.

    NSXVMware Inc.Why I love it: NSX is the future. Love it or hate it, VMware has set the market for software-defined networking (SDN) for the enterprise. More than just networking, NSX is the scaffolding upon which next-generation IT security will be constructed.

    What would make it even better: Price and ease of use are the perennial bugbears of VMware, but time and competition will solve this.

    The next best product in this category: OpenStack Neutron

    5nine Manager5nine Software Inc.Why I love it: 5nine Manager makes Hyper-V usable for organizations that don't have the bodies to dedicate specialists to beating Microsoft System Center into shape.

    What would make it even better: At this point, 5nine Manager is a mature product. There are no major flaws of which I am aware, and the vendor works hard to patch the product regularly.

    [Click on image for larger view.]

    The next best product in this category: Microsoft Azure Stack

    Mirai IoT Botnet (If I told you the URL, I'd probably go to jail)Why I love it: The Mirai IoT botnet has already changed the world; and those were just the proof of concept tests! After successful attacks against high-profile targets, the Mirai botnet has become a fixture of the "dark Web": A cloud provider to ne'er do wells that reportedly rivals major legal cloud providers in ease of use. While the Mirai botnet would get recognition on its own for actually finding a use for all the IoT garbage we keep connecting to the Internet, its true benefit is its service as both a sharp stick in the eye to the world's apathetic legislators and an enabler for unlimited "I told you sos" from the tech community.

    What would make it even better: As an IoT botnet, Mirai's compute nodes are somewhat limited. It has no virtualization support (either containers or hypervisor-based), requiring users to script their attacks using commands native to the botnet. As the compute nodes are almost all Unix derivatives, however, this isn't a huge impediment, and they generally respond to the same commands.

    The next best product in this category: The Nitol Botnet

    Trevor Pott is a full-time nerd from Edmonton, Alberta, Canada. He splits his time between systems administration, technology writing and consulting. As a consultant he helps Silicon Valley startups better understand systems administrators and how to sell to them.

    Jon Toigo

    [Jon decided to forgo categories. In the holiday spirit, we've decided to not punish him for doing so. -- Ed.] The good news about 2016 is that the year saw the emergence of promising technologies that could really move the ball toward realizing the vision and promise of both cloud computing and virtualization. Innovators like DataCore Software, Acronis Software, StrongBOX Data Solutions, StarWind Software, and ioFABRIC contributed technology that challenged what has become a party line in the software-defined storage (SDS) space and expanded notions of what could be done with cloud storage from the standpoint of agility, resiliency, scalability and cost containment.

    Adaptive Parallel I/O TechnologyDataCore SoftwareIn January, DataCore Software provided proof that the central marketing rationale for transitioning shared storage (SAN, NAS and so on) to direct-attached/software-defined kits was inherently bogus. DataCore Adaptive Parallel I/O technology was put to the test on multiple occasions in 2016 by the Storage Performance Council, always with the same result: parallelization of RAW I/O significantly improved the performance of VMs and databases without changing storage topology or storage interconnects. This flew in the face of much of the woo around converged and hyper-converged storage, whose pitchmen attributed slow VM performance to storage I/O latency -- especially in shared platforms connected to servers via Fibre Channel links.

    [Click on image for larger view.]

    While it is true that I like DataCore simply for being an upstart that proved all of the big players in the storage and the virtualization industries to be wrong about slow VM performance being the fault of storage I/O latency, the company has done something even more important. Its work has opened the door to a broader consideration of what functionality should be included in a properly defined SDS stack.

    In DataCore's view, SDS should be more than an instantiation on a server of a stack of software services that used to be hosted on an array controller. The SDS stack should also include the virtualization of all storage infrastructure, so that capacity can be allocated independently of hypervisor silos to any workload in the form of logical volumes. And, of course, any decent stack should include RAW I/O acceleration at the north end of the storage I/O bus to support system-wide performance.

    DataCore hasn't engendered a lot of love, however, from the storage or hypervisor vendor communities with its demonstration of 5 million IOPS from a commodity Intel server using SAS/SATA and non-NVMe FLASH devices, all connected via Fibre Channel link. But it is well ahead of anyone in this space. IBM may have the capabilities in its SPECTRUM portfolio to catch up, but the company would first need to get a number of product managers of different component technologies to work and play well together.



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