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HP0-782 - NonStop Remote Database Facility (RDF) - BrainDump Information

Vendor Name : HP
Exam Code : HP0-782
Exam Name : NonStop Remote Database Facility (RDF)
Questions and Answers : 154 Q & A
Updated On : December 11, 2018
PDF Download Mirror : HP0-782 Braindumps
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HP0-782 exam Dumps Source : NonStop Remote Database Facility (RDF)

Test Code : HP0-782
Test Name : NonStop Remote Database Facility (RDF)
Vendor Name : HP
Q&A : 154 Real Questions

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HP HP NonStop Remote Database

HP protection Voltage's SecureData business: Product overview | killexams.com Real Questions and Pass4sure dumps

HP acquired Voltage safety in April 2015, rebranding the platform as "HP protection Voltage." The product is an information encryption and key era answer that includes tokenization for shielding sensitive enterprise records. The HP safety Voltage platform contains loads of products, similar to HP SecureData commercial enterprise, HP SecureData Hadoop, HP SecureData funds and so forth. this article focuses on HP SecureData commercial enterprise, which contains HP format-maintaining Encryption (FPE), HP comfy Stateless Tokenization (SST) expertise, HP Stateless Key administration, and records covering.

Product features

HP SecureData business is a scalable product that encrypts each structured and unstructured statistics, tokenizes information to stay away from viewing by unauthorized users, meets PCI DSS compliance requirements, and offers analytics.

The middle of HP SecureData business is the Voltage SecureData management Console, which gives centralized coverage administration and reporting for all Voltage SecureData methods. one other component, the Voltage Key management Server, manages the encryption keys. coverage-managed application programming interfaces allow native encryption and tokenization on numerous structures, from protection assistance and experience managers to Hadoop to cloud environments.

The platform employs a special method referred to as HP Stateless Key administration, which potential keys are generated on demand, in accordance with coverage stipulations, after clients are authenticated and licensed. Keys can also be regenerated as essential. the use of stateless key administration reduces administrative overhead and fees via getting rid of the important thing save -- there isn't any deserve to save, preserve track of and lower back up each key it really is been issued. Plus, an administrator can link HP Stateless Key administration to a firm's identity administration equipment to implement position-based entry to records on the box stage.

FPE is according to advanced Encryption normal. FPE encrypts facts with out altering the database schema, however does make minimal adjustments to purposes that deserve to view cleartext facts. (in many situations, best a single line of code is modified.)

HP SecureData commercial enterprise's key administration, reporting and logging procedures support valued clientele meet compliance with PCI DSS, medical insurance Portability and Accountability Act and Gramm-Leach-Bliley Act, as well as state, national and European information privacy rules.

HP SecureData business is appropriate with well-nigh any category of database, including Oracle, DB2, MySQL, Sybase, Microsoft SQL and Microsoft Azure SQL, amongst others. It supports a large choice of operating systems and platforms, together with home windows, Linux, AIX, Solaris, HP-UX, HP NonStop, Stratus VOS, IBM z/OS, Amazon net features, Microsoft Azure, Teradata, Hadoop and a lot of cloud environments.

companies that put into effect HP SecureData commercial enterprise can predict to have full end-to-end statistics protection in 60 days or much less.

Pricing and licensing

potential purchasers have to contact an HP income representative for pricing and licensing assistance.

support

HP presents average and top class support for all HP security Voltage products. standard assist includes entry to the options portal and on-line support requests, the on-line expertise base, e mail assist, enterprise hours cellphone assist, four-hour response time and a help desk equipment.

top rate support contains the same features as usual aid, but with 24x7 cell aid and a two-hour response time.


HP revs NonStop blades with Tukwila Itaniums | killexams.com Real Questions and Pass4sure dumps

Hewlett-Packard is relocating its NonStop fault tolerant database and operating equipment up to the newest "Tukwila" Itanium 9300 know-how from chip companion Intel.

The quad-core Itanium 9300s have been launched with the aid of Intel back in February 2010, and HP revamped its Integrity blade servers to make use of those chips and to permit for them to be snapped together in two or 4 contraptions to make SMP servers the use of the further QuickPath Interconnect (QPI) buses on the Tukwila chips. the bottom Tukwila-based Integrity blade debuting lower back in April 2010 turned into the BL860c, a two-socket blade with a dozen DDR3 main reminiscence slots. if you happen to snap two of them at the side of the SMP port (which is external to the blade on the entrance of the chassis), it turns into the BL870c i2, and in case you hyperlink four of them, you get the BL890c i2.

With the Integrity NonStop, HP plunks a NonStop ServerNet card into the mezzanine slot that could at all times have a Gigabit, 10 Gigabit, or InfiniBand networking adapter. This ServerNet, together with the NonStop kernel, is what makes the system fault tolerant. As changed into the case with the prior Integrity NonStop NB50000c blades, in keeping with the dual-core Itanium 9100s and announced again in June 2008, the new blade only has one processor socket of both on the blade populated when it runs the NonStop kernel and relational database. It has to do with the stability of I/O across the blades, which might be linked into nodes after which clustered into programs by using ServerNet.

now not every person desired blades within the NonStop world, so in March 2009, HP put out the NS2000 rack server to run NonStop, which become clustered into logical nodes using ServerNet after which extra clustered into fault tolerant programs.

HP NonStop 5400c rack

A fawlty tower (er rack, and fault tolerant)of NonStop NB54000c blade servers

the new NB54000c blade is in accordance with the BL860c i2 blade from closing April, and it simplest comes with one processor choice: the four-core 1.6 GHz Itanium 9340, which has a 1.seventy three GHz turbo enhance speed bump and which has 20 MB of L3 cache on chip. HP is not making the 1.seventy three GHz Itanium 9350 half obtainable in the new Integrity NonStop blade, which has 24 MB of L3 cache and runs a bit faster, however which prices $3,838 a pop in 1,000-unit portions, compared to the $2,059 expense tag on the Itanium 9340.

The three different Itanium 9300 chips, which run slower and cooler than this 185 watt half, are not licensed to be used in NonStop configurations. the bottom NB54000c blade comes with 16 GB of leading memory, expandable to forty eight GB. HP has only certified four GB reminiscence sticks on the blade. There is no element in including the 2nd socket of processors and beefing up the node with lots of memory due to the fact the entire point of a fault tolerant cluster is to have loads of nodes doing a modest quantity of work.

The NB54000c blade plugs into the identical BladeSystem c7000 chassis that normal ProLiant and Integrity blade. The blades support SAS 2.0 disks, which offer greater throughput than prior generations of drives makes use of in the equipment. The minimal configuration of a NonStop blade box has two blades and a single logical node can scale up to sixteen blades. as much as 255 of those logical nodes will also be linked together the usage of ServerNet for a complete of 4,080 nodes for a complete of sixteen,320 cores. The NonStop system can guide up to 192,000 software techniques per node and simply below forty nine million across the fully multiplied ServerNet community. it is loads of headroom, with the average gigantic NonStop client wearing someplace between 2,000 and 3,000 cores in their clusters.

Bob Kossler, director of method and planning for the NonStop line in HP's business important systems division, tells El Reg that an entry two-blade system with the NonStop kernel and database plus memory, disk, ServerNet links, and networking to the outside world charges someplace between $100,000 and $200,000. yes, that's mainframe-class pricing, and that's as a result of Tandem products (no rely whose brand is on the front, Compaq or HP) offer mainframe-class availability and that i/O scalability.

That price comprises a slight uptick for the software stack and concerning the equal price for the hardware stack, and valued clientele whose workloads don't seem to be cache sensitive are seeing more than a 2X efficiency increase relocating from the dual-core Itanium 9100 to the quad-core Itanium 9300 blades. it's near twice the bang for the buck for the average NonStop shop, which is set what you possibly can are expecting over a three-yr product cycle.

You can also have written the NonStop server business off as being a completely area of interest product, but HP has not. within the wake of the acquisition of Compaq by using HP the NonStop enterprise declined, just as IBM's gadget z mainframe did, however Kossler says that the company in reality recovered within the years following the dot-com bust. And whereas the NonStop company took some lumps within the splendid Recession, Kossler is optimistic in regards to the future, and never just since the IBM mainframe is on the rebound in fresh quarters.

"this is an exceptional enterprise," says Kossler. "as the economic services sector recovers, we are expecting to get boom. we've already seen respectable increase among our telecom issuer customers - those iPhone and iPads are a curse for network operators and a blessing for both us and them."

Kossler says that there don't seem to be many of the pre-Integrity NonStop S generation of machines accessible on earth, however there are nevertheless a couple of. and unlike the server market at significant, the NonStop base is definitely taking a shining to the blade models over the rack types. more than half of HP's NonStop sales are for blade types now, which compares to about 15 per cent for the server market at big at the present time. ®


HP Storage buyer's e book | killexams.com Real Questions and Pass4sure dumps

down load the authoritative e book: enterprise statistics Storage 2018: Optimizing Your Storage Infrastructure

HP is synonymous with loads of things--printers, ink, laptops and computers. Yet it is also one of the most giants of the storage world, where it presents a large portfolio of products. In contemporary years, HP's latitude of choices has been elevated by acquisitions of businesses equivalent to LeftHand Networks and 3PAR.

Let's take a glance at the HP storage lineup.

HP 3PAR Utility Storage family

HP 3PAR is placed as a Tier-1 storage solution for digital and cloud statistics centers. 3PAR won a good deal kudos for its cache-coherent, tightly-coupled and hugely load-balanced clustered architecture. brought to a thin constructed-in ASIC, it copes smartly with mixed workloads and distinct tenants customarily found in cloud computing environments.

"With HP 3PAR thin applied sciences, shoppers can expect effective solutions with optimized potential utilization," referred to Sean Kinney, director of product advertising, HP Storage. "The HP 3PAR Utility Storage family serves midrange to commercial enterprise clients in quite a lot of vertical industries."

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The 3PAR family contains the new HP P10000 3PAR Storage techniques, HP 3PAR F-type Storage methods and HP 3PAR T-class Storage systems.

It also contains a collection of utility titles, the most giant of which are HP 3PAR thin Provisioning utility, HP 3PAR skinny Conversion utility and HP 3PAR skinny Persistence application. moreover, HP 3PAR Adaptive Optimization utility allows for automated storage tiering.

HP these days augmented this product line with the introduction of a federated storage know-how known as HP Peer movement. This helps to redistribute workloads transparently according to an unpredictable ambiance and movement data from retiring to new systems non-disruptively.

"HP 3PAR Storage methods should be regarded through purchasers who're adopting converged statistics middle applied sciences and wish to optimize their storage options within," stated Kinney. "As they flow far from typical modular storage architectures, they should trust HP 3PAR options."

HP P4000 LeftHand Storage programs

HP P4000 LeftHand Storage techniques are designed for quite a lot of digital servers, customer virtualization, database, email and enterprise functions. Their core is the SAN/iQ storage utility, which gives SAN management facets, similar to storage clustering, software built-in snapshots, skinny provisioning, far flung copy (asynchronous replication) and SmartClone know-how volumes. additionally, SAN/iQ comprises a community RAID capability, which protects towards disk, controller, storage node, energy, network or website failures whereas retaining statistics volumes purchasable and functions on-line.

Kinney noted that these LeftHand programs are ultimate for virtualized environments or those with Microsoft functions.

"The P4000 is HP's lead-with product for virtualized, mid-market environments because of its integration with VMware and Microsoft as well as points that tackle the requirements of virtual server environments," stated Kinney. "HP P4000 LeftHand Storage options are also a terrific solution for environments requiring an answer that scales seamlessly and non-disruptively while offering a simple to make use of administration interface that does not require storage advantage."

In late August, the company announced the latest P4000 application enhancements in its SAN/iQ 9.5 unlock. This included software Managed Snapshots for ESX and Hyper-V, Peer movement statistics mobility with Cluster Swap, far flung replica efficiency improvements and HP Storage Replication Adaptor integration with VMware vCenter web page healing supervisor 5.

"P4000 shoppers can also be up and working in under 20 minutes with its more desirable configuration wizards," observed Kinney. "management is effortless due to its tight utility integration with Microsoft and VMware and its centralized management for all P4000 nodes."

HP X9000 network Storage systems

The HP X9000 community Storage programs is HP's community attached storage (NAS) line. according to Kinney, HP X9000 network Storage systems scale-out past common NAS when it comes to means and performance. He claims that its relevant administration elements allow administrators to manipulate multi-petabyte environments. The pay-as-you-develop structure lets customers steer clear of storage over-provisioning and control costs. With an all-inclusive function set, there are not any hidden or future costs of high priced add-ons.

The X9000 will also be used for archiving, as a content material depot, for digital asset administration and large records. statistics archiving points, as an example, include file immutability, retention length on the file stage, and data validation and verification.

The household carries three objects. The HP X9320 programs provides a smaller beginning ability, a few capacity sizes, data tiering and help for 6Gb SAS. The HP X9300 gateway makes it possible for file services on top of block arrays and the HP X9720 for huge skill storage.

"purchasers who have a smaller ambiance or are searching for some extra efficiency should look into the HP X9320," referred to Kinney. "those trying to store massive amounts of statistics in a cost-valuable method should go for the HP X9720. although both can scale out, the HP X9720 can develop as much as 16PB."

HP P6000 business virtual Array methods

The HP P6000 commercial enterprise digital Array (EVA) is a well known SAN product. The HP EVA family includes loads of disk array administration elements. constructed-in virtualization, convenient provisioning and records give protection to are protected.

"The P6000 EVA has a modular design, making it convenient to opt for an affordable entry configuration while conveniently increasing later, with scaling up to 480 TB," referred to Kinney. "With new small kind factor (SFF) disk drives, the P6000 EVA requires less energy per gigabyte compared to the old generation array."

this is in reality the fifth-era EVA that now has an put in base of very nearly 100,000 devices. Its most up-to-date changes are more capacity (as much as 480 TBs) and higher efficiency by means of 6 Gb/s SAS disk drives in 2.5-inch and 3.5-inch kind components. other advancements include thin provisioning, dynamic LUN/RAID migration and extended connectivity options, comparable to eight Gb/s FC most effective or eight Gb/s FC and 1 Gb/s iSCSI or eight Gb/s FC and 10 Gb/s iSCSI/FCoE.

Two new models can be found: P6300 EVA and P6500 EVA. The P6000 EVA family unit supports Serial connected SCSI (SAS) disk drives with a number SAS drive. The P6300 EVA can help as much as 10 drive enclosures for a total of one hundred twenty huge kind element (LFF) disks or 250 SFF disks.

"The P6500 EVA can assist up to 20 LFF drive enclosures for a total of 240 LFF disks or 18 SFF drive enclosures for a total of 450 SFF disks," said Kinney. "combinations of LFF and SFF pressure enclosures, up to twenty pressure enclosures, and as much as 450 disks, can also be supported."

The HP P6000 EVA is purchasable now with a listing expense beginning at $18,993.

HP P9000 Disk Arrays

HP P9000 Disk Arrays support home windows, Linux, Unix and mainframe servers. They serve the greater end of the storage market. as well as SFF SAS disk drives, they also come with strong State Drives (SSD) for higher IOPs.

"This product is a fit for valued clientele' needs when information protection, records availability, in addition to functionality are exact priorities," observed Kinney.

HP StoreOnce facts Deduplication utility

HP StoreOnce facts Deduplication application HP StoreOnce data Deduplication application is a disk-based backup appliance with deduplication and low-bandwidth replication capabilities.

"this is one of HP's fastest becoming product strains," talked about Kinney.

Drew Robb is a freelance author specializing in technology and engineering. presently living in California, he's at the beginning from Scotland, where he received a level in geology and geography from the institution of Strathclyde. he is the creator of Server Disk management in a home windows atmosphere (CRC Press).




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Attractive airport infrastructure deals in Latin America. Part 1 - Santiago Airport Terminal | killexams.com real questions and Pass4sure dumps

1. Introduction: the economic backdrop Chile: Relatively unknown Chile has South America’s strongest sovereign bond rating

Chile has a market-oriented economy with high levels of foreign trade and a reputation for strong financial institutions and sound policies that have given it the strongest sovereign bond rating in South America. Exports of goods and services account for approximately one-third of GDP, with commodities making up some three-quarters of total exports. Of those commodities copper alone once provided up to 19% of government revenue though its contribution to GDP has fallen from 13.27% in 2011 to 9.76% in 2013.

From 2003 through 2013, real growth averaged almost 5% per year, despite the slight contraction in 2009 that resulted from the global financial crisis. Chile signed a free trade agreement with the US, which took effect on 01-Jan-2004 and now has 22 trade agreements covering 60 countries including agreements with the European Union, Mercosur (Latin America’s leading trade bloc), China, India, South Korea, and Mexico. It has joined the United States and nine other countries in negotiating the Trans-Pacific-Partnership (TTP) trade agreement (not to be confused with the problematic Transatlantic Trade and Investment Partnership, which has a similar acronym, TTIP).

The Chilean Government has accumulated surpluses in sovereign wealth funds during periods of high copper prices and economic growth. As of end 2012, those sovereign wealth funds - kept mostly outside the country and separate from Central Bank reserves - amounted to more than USD20.9 billion. In May-2010 Chile signed the OECD Convention, becoming the first South American country to join the OECD.

The country’s GDP is USD335 billion (2013 estimate), ranking it #43 globally. The latest GDP growth rate figure (2013 estimate) was 4.2%, ranking Chile #71 in the world by that measure. A dip in 2014 – attributed to falling copper prices - is expected to be followed by a consistent recovery through to the end of the decade.

Inflation fell back to 1.7% in 2013 ranking Chile #52 globally. While it was expected to climb quite dramatically in 2014 it is anticipated this will be a blip and that an average rate of around 3% per annum will prevail in the following five years.

The unemployment rate declined dramatically between 2009 and 2013 and although it has bottomed out no significant increase is anticipated through to 2019. Chile ranked 62 globally in 2013 in this category.

The population is steady at 18 million and is expected to remain at that level until the end of the decade.

Finally, Chile is proving to be a popular place to visit, for business or leisure purposes. Tourist arrivals grew by 33% between 2008 and 2013.

Chile allocates USD18 billion to public works projects through 2021 – 3.5% of GDP

Economic confidence in the country has prompted an array of infrastructure spending across many sectors. In Jul-2014 President Michelle Bachelet presented a national infrastructure plan that includes USD9.9 billion in new concessions until 2020 and USD18 billion in public works projects until 2021, including highways and reservoirs as well as airports. The Costanera Central highway for example dwarfs the airport expenditure at almost USD2 billion but the Santiago Airport concession is the first large one in any sector.

The plan also involves the expansion of regional airports. At present the CAPA Airport Construction & Cap Ex Database lists only four small airport projects other than at Santiago with a value of USD112 million in total, through to 2020.

The overall programme will increase public infrastructure spending to 3.5% of GDP from the current 2.5%. However, the investment is still below the USD58 billion that the Chilean Construction Chamber estimates the country needs to pump into infrastructure in the next four years.

Mexico: not a five-star rating like Chile’s but benefits from membership of NAFTA

Mexico’s economy does not carry the same five-star rating as does Chile’s but it has drawn many benefits from its membership of NAFTA (the North American Free Trade Agreement) along with Canada and the US since 1994. Mexico’s USD1.3 trillion economy, supporting a population of 120 million (world ranking #12) has become increasingly oriented toward manufacturing in the 21 years since NAFTA came into force, frequently drawing both low and hi- tech manufacturing businesses from its neighbours.

Mexico has become the US' second-largest export market and third-largest source of imports. But per capita income is only one-third that of the US while income distribution remains highly unequal. 47% of the population is below the poverty line (asset-based definition).

That is an important reason why ‘low cost’ airlines failed initially to have the same impact as they did in most other countries; they weren’t low cost enough, with many people preferring to stay with the bus as the primary means of transportation. Right up until 2007 LCC penetration was below 10% as measured by seat share. (Latterly there are many budget services in the domestic market [around 60% of all seats], but LCC representation on international services remains low [around 22% of all seats]).

90% of Mexican international business is covered by free trade agreements

Mexico has free trade agreements with over 50 countries including Guatemala, Honduras, El Salvador, the European Free Trade Area, and Japan - putting more than 90% of business under free trade agreements. In 2012 Mexico formally joined the Trans-Pacific Partnership negotiations and formed the Pacific Alliance with Peru, Colombia and Chile.

Mexico's current government, led by President Enrique PENA NIETO, emphasised economic reforms during its first year in office (from Dec-2012), passing education, energy, financial, fiscal and telecommunications reform legislation. The tri-party "Pact for Mexico" reform agenda aims to improve competitiveness and economic growth across the Mexican economy.

Using three of the same criteria as that applied in the case of Chile (GDP growth, inflation, and unemployment rate), it is clear that:

1. Mexico experienced a similar GDP growth dip in 2013-14, in this case a steep slowdown in the industrial sector being the root cause. A recovery is now in place but not enough to avoid budgetary cutbacks as described later.

2. Inflation has come down from a high of 2.3% in 2009 and looks set to stabilise around the 3.3% mark in 2015/2016.

3 .Unemployment rates are in decline and should continue to do so.

While these data are only broad brush strokes one could say with some confidence that both countries’ airport infrastructure would appear attractive as an investment prospect both domestically and internationally. That is what happened in Santiago and what may happen in Mexico City although the new airport there is only in the first stages of what will be a long road to completion and potentially fraught with difficulty.

2. The Projects 2.1 Chile's Santiago Airport terminal concession

The Chilean Ministry of Public Works first unveiled its USD700 million master plan for Santiago Arturo Benitez International Airport in May-2013. The project would increase airport capacity to 29 million passengers per annum by 2030 and to 45 million passengers by 2045, and make the airport the most modern in South America. Phase 1 of the plan rapidly got underway, a USD50 million expansion of the existing facilities to bring capacity up from nine million ppa to 15-16 million ppa p/a, and was completed throughout 2013 and into mid Jul-2014.

The Phase 1 works are detailed below.

  • Expansion of terminal area to 7700sqm and increasing capacity to 16 million passengers per annum;
  • Installation of exclusive shopping and dining areas to expand commercial offerings;
  • Increase in immigration control booths from 24 to 36, increase in baggage carousels from nine to 12, increase in hand-baggage inspection points from five to seven;
  • Construction of a remote boarding lounge to be accessed via shuttle buses;
  • Increase in baggage handling system capacity from 650 to 798 bags per hour.
  • Phase two was then launched, the construction of a new 186,000sqm terminal building (T2), remodelling of the current T1 for domestic traffic only and the renovation of taxiways and aprons. The award of the airport's expansion tender was to take place in 2014, with the winner to assume operation of the airport for 15 years from 2015. The tender was to be launched in 2H2013 but was delayed until 1H2014.

    In excess of 30 companies pre-qualified to participate in the tender. In May-2014 the concession was amended by the Ministry of Public Works to remove restrictions on the number of participants in the process in order to lower barriers to entry and streamline the tender.

    The tender was officially launched on 20-Jun-2014, with bids due by 30-Sep-2014. Interested parties included Mexico's Grupo Aeroportuario del Pacifico (GAP), Argentina's Corporación América, Colombia's Opain, Germany's Fraport and Flughafen Munchen and France's Aeroports de Paris (including subsidiaries Aéroports de Paris Management and ADP Ingénierie); also Vinci. Subsequently the bidding deadline was extended to 04-Feb-2015 to allow interested parties more time to prepare their bids for the project and to deal with the number of queries presented by potential bidders.

    13 parties were pre-qualified, those named above plus, inter alia, Ferrovial, AENA (despite its own [stalled] privatisation), OHL and Sacyr – all Spanish. Six firms were expected to submit formal bids. Five did so.

    By now AdP and Vinci Airports had formed 'the Nuevo Pudahuel’ (NP)consortium to represent their bid, identifying Santiago as a regional hub, an access door to Latin America from Europe, the United States and Asia in the future. Pudahuel is an alternative name for the airport. In the meantime the airport completed (Dec-2014) its runway maintenance project in Dec-2014 so the runway would be fully operational in Mar-2015 for larger aircraft operations.

    NP concession bid accepted on price competition grounds; revenue ratio fixed at 77.56%

    The NP consortium was selected by the Chilean government as having presented the best offer for the concession. The ‘preferred bidder’ classification means its bid was the most competitive, offering the highest revenue share, but the decision must still be ratified by the government.

    Its composition is Aéroports de Paris (45%), VINCI Airports (40%) and Italy’s Astaldi (15%), a construction company. The new concession contract will be granted from 01-Oct-2015 (at the end of the current one). Renovation of existing installations and ongoing redesign and extension of the current terminal remains a key part of it along with the funding, design and construction of the new terminal; also the operation and commercial development for the duration of the concession (20 years) of the main infrastructures, existing terminal and new terminals, car parks and future property developments.

    The financial offer was fixed at 77.56%, expressing the proportion of revenue from the concession to be turned over to the government. The projected investment, influenced by the variation in the $ (USD) exchange rate is now put at USD900 million.

    Building works will be executed by Astaldi (50% of conception-construction pool) and Vinci Construction Grands Projets (50%).

    A transition process will be enacted with immediate effect before the NP consortium takes over the concession from Oct-2015. The current operator, SCL Terminal Aéreo Santiago, S.A. Sociedad Concesionaria, chose not to bid for the concession. SCL, which held the concession since Nov-1997, included Canada’s Vantage Group, which has acted as an investor, developer and project manager, along with Chile's Agunsa and Spain’s Grupo ACS. That concession was centred on a BOT contract for the existing terminal which was completed in 2001. In 2012, SCL negotiated an extension to the concession agreement with the Chilean government through to Sep- 2015.

    Both AdP and Vinci have spoken glowingly of the airport’s future prospects, both as a gateway and as a hub for pan-Pacific traffic. AdP’s chairman talks of a "strong potential for growth and the creation of new routes that will enable it to become one of the main entry points to Latin America from Europe, the United States and soon, from Asia and of the project being consistent with the international strategy, will allow Aéroports de Paris to make full use of its expertise as a major airport operator and its engineering know-how.

    He went on, “All the expertise and know-how of our consortium, together with that of our Italian partners, will be focused on this major project; a project which is not only fundamental to the success of our mission as concession holder, but also fundamental to the country as a whole, its sphere of influence and its population.” VINCI’s chairman and CEO declared “very high ambitions” for Arturo Merino Benitez Airport, adding that the project will now spearhead its airport strategy on the South American continent.

    Which does raise the questions of why an incumbent operator since 1997 (18 years) chose not to pitch for this 20-year concession and why such abundant initial interest was whittled down to five final bidders?

    Santiago’s potential may be seen to outweigh pragmatic judgement

    Airport concession agreements in nearby Brazil in both tranches of the privatisation process there have extracted huge sums in fees. NP has, so far, not given any indication of future revenue and income at Santiago. There is a lot of investment dollar to go in, for a little over 22% of the revenue. Could it be that the potential that Santiago holds has influenced bidder strategy to a greater degree than pragmatism calls for? That would be par-for-the-course for the region.

    One potential impediment to growth is that the civil aviation facilities are shared with the Chilean Air Force. In its favour it must be said that Arturo Merino Benitez Airport does hold its own statistically. While its 2014 passenger total of 16 million is only half that of Brazil’s Sao Paulo Guarulhos, the continent’s main hub, it is the sixth busiest gateway in South America, and is growing at around 10% per annum; a similar rate to that of Guarulhos and one that it has kept up consistently (on average) over two decades.

    Santiago is regarded by many as Latin America’s most modern metropolitan city and the Chilean government is keen to benefit from such approbation and to position the airport as a Latin American entry point in particular for the growing number of trans-Pacific routes that connect it with Asia rather than the traditional European markets (and where Chile already has trade agreements with China, India and South Korea as mentioned earlier). There are existing non-stop services to Europe, Oceania and the Americas.

    The following charts provide a snapshot of the airports’ current standing.

    LAN Airlines maintains its hub at the airport, as well as regional carriers PAL Airlines and Sky Airline. Connections to all Latin American capitals are offered by LATAM-group carriers and most national carriers in the region.

    Taking as broad an overview as possible the airport scores highly on not being overly-influenced by home-based carrier group LATAM (66.7% or two-thirds of seats); having a growing proportion of routes that are not South American (exactly one third); being used almost exclusively by full service carriers; having a strong alliance presence (though they are dominated by oneworld) and having a full 24-hour operating span with no periods closed to operations.

    For a previous report (2012) on Chilean airport infrastructure investment, refer to the report: https://centreforaviation.com/analysis/reports/chile-announces-usd14bn-in-infrastructure-investment-opportunities-77878

    The second part of this report will detailThe new Mexico City airport at Texcoco


    Cloud Services Benefits | killexams.com real questions and Pass4sure dumps

    This chapter is from the book 

    Common attributes of cloud offerings include massive scalability, near-immediate availability and provisioning, increased cost management controls, and more. However, while we consider the benefits here, a number of dark linings lurk around our silver clouds, and throughout this book we examine them in relation to the usage models of cloud services. Each organization will determine different sets of benefits and risks however. So, your mileage will vary.

    The definitions of cloud services and related cloud computing architectures—and there are many—span a huge range of opportunities and architectures. You may choose to source cloud services internally or externally to your organization, and it is our position throughout this book that most organizations will end up with a hybrid mix of options. Therefore, not all the benefits, or risks, will apply to your situation. Part of the goal in this book is to try to isolate those areas that vary and provide tools to determine your best path forward.

    Therefore, as with all things, the benefits and risks attributed to cloud should be considered relative to your current circumstances and measured against your capabilities in relation to any strategic constraints and opportunities that exist. Let's consider building cloud up before we break it down. So, before we detail how cloud solutions are defined, consider the potential benefits from the business and technology viewpoints.

    Benefits of Cloud Services

    The benefits ascribed to cloud span both business and technology spheres. For business leaders, your ability to maintain or gain agility and your management options are greatly enhanced. For an IT department trying to deliver services to support the business, cloud services offer a new way to architect and source solutions. By finding cloud services that match noncore delivery of IT services, the IT department can concentrate on finding and delivering the best services for the business more effectively.

    At a high level the benefits of cloud services can be categorized as:

  • Agility
  • Business focus
  • Cost and budget control
  • Scalability and capacity management
  • Governance and compliance
  • Security
  • Optimized infrastructure
  • Isolation
  • Mobility
  • Refactorization
  • Agility

    From a business perspective, there is much more to consider today beyond your ability to manage your core business and deliver great and timely products and services. Today, competitive pressures, marketing challenges, budget issues, and more are considerable requirements. Your ability to manage situations quickly and efficiently is the key. The biggest benefit of cloud computing to business today can be framed in terms of agility. Cloud services can offer huge savings in terms of time (for example, when IT capabilities must be delivered quickly). Scaling up or down with cloud services does not usually require additional hardware or software. Cloud services offer minimal setup time, minimal time to scale, and less cash outlay. This is because as a business model, cloud service providers generally host massively scaled systems' capacity that can be switched on upon request.

    Suppose, for instance, that you need to scale rapidly for a new project or a seasonal rush. Companies can model these situations using internal resources, but likely at some point they will need to expand beyond that capacity. A decision is made whether to use an external provider to fill the gap; in the world of cloud services, this is called cloud bursting.

    Cloud services, as a concept, are available over Internet technologies and enable us to interact or consume them from almost anywhere on any device. While issues of form factor and communication speed create some limitations today, the business benefit of being able to bring key resources to bear on a critical or time-sensitive problem is recognized as a huge benefit to the agility of any business. Having mobile and remote capabilities allows organizations to recruit employees/contractors who can deliver but who cannot or will not travel to their physical locations. Popularized in the 1990s, offshoring was a first example of this business transition: Business services could be offered from anywhere. However, the advent of cloud services means that more capabilities are available to you and to those providers (and from them, too).

    Cultural issues aside, web conferencing services, such as the pioneering WebEx, show how product demonstrations no longer require someone to be physically in the room to represent the company. There are now a multitude of meeting options ranging from Citrix's GoTo services for remote access and support, to HP's Halo room for the "in the same room" meeting experience, and to Skype for making video and audio calls worldwide for much less than traditional telecommunication carrier costs. All of these examples illustrate the opportunity to use technology to deliver business results faster and at highly cost-effective price points.

    Servicing your customers at scale is possible only through improvements to the scale and functionality of your service and support capabilities. Support over the Internet is one way to do this. In this scenario, you either expose your support model through a web application or you use a provider who will manage that support through a web application on your behalf (à la cloud). Outsourcers such as EDS/HP Enterprise Services, Centerbeam, and more have been offering these types of support services for more than a decade, but the ability to focus support into web-based solutions decreases the number of staff required to answer phones and deal with people directly.

    Business Focus

    By using the best service from a cloud service provider, a business can potentially focus more energy and talent on optimizing existing revenue streams and aggressively pursuing the development of new ones.

    For example, cloud services can enable businesses to gather information, ideas, feedback and so forth from a much wider set of sources (such as customers, partners) than was ever possible by traditional means. This approach is known as crowdsourcing.

    Popular crowdsourcing approaches have primarily evolved from the world of Web 2.0 solutions. One business that relies on crowdsourcing is Wikipedia, an online encyclopedia. Wikipedia employs a small organization of less than 50 employees, while utilizing several thousand key volunteers and tens of thousands of other contributors from around the world. While some entries are questionable in terms of veracity, substance or even legality, the overall effort resulted in a much more dynamic and comprehensive set of data than traditional printed encyclopedias could ever match.

    Yelp offers the ability to source a set of opinions on a wide range of vendors, from restaurants, to retailers, and more. From this, others can view ratings and comments about those vendors and decide whether to use them. Yelp also shows that these types of solutions can be manipulated (for example, when they gain notoriety, or, when not enough people provide opinions).

    Consider a company in crisis. On April 20, 2010 British Petroleum's oil drilling platform, the Deepwater Horizon in the Gulf of Mexico suffered a series of catastrophic failures and collapsed into the water with devastating results to life and nature. The amount of oil escaping was immense. Estimates ranged wildly from 5 to 200 thousand barrels of oil a day, flowing non-stop for over three months. The point here is that BP used crowdsourcing as one approach to deal with the cleanup efforts by creating a "Deepwater Horizon suggestions" page.4 As of July over 20,000 suggestions had been submitted, and at least 10 had been tested for use. The US federal government also set up a site with information on volunteering to help with the clean-up effort.5

    This is not to say that crowdsourcing is all perfect. Using services in the cloud like this opens up the potential for anyone in the world with Internet access to "join in" with the crowd. The majority of participants are likely to offer positive input, whereas other individuals or groups are less valuable; some are trolls seeking to make noise, and some are vandals seeking to abuse the system. Mitigation against these and similar issues is centered on access controls, the ability to curate the input, verification processes, and so forth.

    Vendors such as Ning, Big Tent, SocialGo, and many others enable for community-based social networking solutions, even crowdsourcing, in a more controlled environment with stricter access controls to the various parts of their services in the cloud. These additional controls can make crowd-based efforts more compelling to community-based or vertical-focused organizations.

    Cost and Budget Control

    Although the initial costs of using cloud services may appear less, a better expectation should be that cloud services offer more control over costs or better budget management capabilities. Most cloud services enable you to pay on a monthly, weekly, or per-use basis. Choosing a cost-effective cloud service provider can result in significant savings, but more important is finding a cloud service provider than can accurately report usage patterns to you so that you can confirm the accuracy of your billing based on use.

    One noted advantage of using public cloud services is the use of operational expenditure (OpEx) over capital expenditure (CapEx). However, understanding the implications of CapEx and OpEx is critical to effectively managing budgets. The difference between buying a house and renting one is the amount of cash that (usually) goes out the door at one time, and the same concept applies here. IT data centers are generally CapEx-intensive, because they require initial outlays of cash upfront to build out. Cloud services are generally booked as OpEx because they are consumed through a services agreement over time. Although CapEx can be depreciated over time, essentially allowing costs to be defrayed against profits, the initial drain on cash at hand is often seen as detrimental and to be avoided in the business world. Having flexibility of where to spend OpEx versus CapEx enables an organization to better manage expenditure such that the costs occur over time rather than in one big lump sum, which enables for better cash-flow management.

    The concept of Green IT illustrates the significant costs borne by many organizations. The operational costs associated with building and maintaining data centers and with scaling power, cooling, and even basic hardware requirements are significant. Over time business workloads fluctuate and data centers are often left fully powered on, o whether the infrastructure is used. For example, some organizations run financial systems all year, but they hit peak load only once a quarter or once a year during financial reporting periods. There are many ways that organizations can look to benefit from cloud deployments as they try to optimize and approach a Green IT model. For their own private clouds, the goal is to optimize their usage requirements and cycling systems when needed. Organizations use community or public cloud services when needed, essentially pushing their workloads to the cloud when their internal capacity is reached, or cloud-bursting. Although many cloud service providers do not provide utilization data, there is an assumption that cloud service providers have optimized their infrastructure and management tools to maximize usage.

    In many cases, organizations no longer have to hire people to manage system updates and backups and therefore can save on staffing costs and on storage management.

    Scalability and Capacity Management

    The capability to scale quickly to extreme capacity is not a common attribute or goal of traditional data centers and IT departments. As a result, many businesses experience times when they are hampered by a process that takes weeks or months, sometimes even years, to get new compute resources and applications online. This is despite that many large enterprises have already spent millions on computer hardware and have thousands of servers under management (at least on the books). Cloud computing promises the capability to scale massively in terms of systems, connections, bandwidth, storage, and more on an almost immediate basis. The converse is also important, where the service will shrink back down just as quickly if the need is no longer there. These benefits support cost management goals and enable you to grow in line with your requirements in a linear rather than a reactive mode.

    The appearance of unlimited capacity is quite appealing. Cloud services need to be tuned to carefully manage actual capacity against expected requirements, yet deal with unexpected demands when necessary, too. Predictive analysis is critical in this respect, and offering those delivery and management capabilities to customers is something that both IT and cloud service providers must do to deliver this benefit to businesses.

    Governance and Compliance

    Governance is the process used to ensure that regulations, rules, and mandates are followed within an organization. Compliance refers to the facility to monitor and validate that the organization is meeting the governance requirements. Although cloud services introduce potential challenges in matching these requirements, the opportunities to improve an organization's governance and compliance stance can be greatly improved.

    Taking a service-based approach to delivering both business and IT functionality that incorporates the governance processes allows for closer alignment to compliance reporting. Sourcing specific, metered services from cloud service providers that specifically match governance models allows for better reporting, more accurate alignment between service usage and fluctuations in business workflow, and ultimately, faster time to market. This also brings up the need for a service catalog and related management tools to ensure usage matches expectations. We will talk about this in Chapters 7 through 10 as this closely relates to overall operations management and security as well.

    In some cases, organizations have found that by using a third party to manage their IT services they are better able to deliver services within their governance models and compliance mandates. For small businesses in particular, the cost of hiring to manage these requirements can be significant itself, much like security. Using pooled resources and services allows business to capitalize on the best of that common capability.

    It is important to note that although cloud services provide potential improvements to your governance and compliance position, you cannot abdicate responsibility for compliance. While different models of cloud computing architecture actually vary the amount of "control" you and the service provider have over the service, none of them changes your responsibilities to protect data, privacy, or service levels.

    This is a critical point made that is reiterated throughout the text: Although you can look to the cloud for specific capabilities and functions to support governance, compliance, and even security, you cannot abdicate these obligations. For example, if a breach of your customer or employee data occurs, the responsibility to report and rectify remains yours. The cloud service provider may help deal with the issue. The cloud service provider may suffer some of the same financial repercussions. However, the cloud service provider is not the owner of the problem. Therefore, any reliance on the cloud's controls and safeguards, and on the governance and compliance practices of a cloud service provider, must be carefully evaluated in line with your governance, and compliance needs to ensure that the solution enhances your posture, instead of increasing either direct or ancillary risks.

    Security

    Whereas many potential users of cloud services have a visceral or gut reaction that suggest cloud services are not secure, that is certainly not always the case. We discuss security opportunities and challenges in much more detail later in the book, but for now consider many organizations find significant improvements in their security posture by using cloud services. Often, because of their size or financial limitations, small and even medium-sized businesses cannot hire security specialists or respond quickly to security incidents. Using specific best-of-breed capabilities in the cloud to prevent or identify fast-moving or specific threats is a benefit to all organizations, perhaps best illustrated by the vendors who provide antivirus and antispam solutions outside the traditional IT environment.

    Optimal Infrastructure

    The ability to host multiple capabilities in the same hardware, software, or service allows for the follow-on benefit of optimized use of the infrastructure. Multitenancy as a model for using compute resources has existed since the 1960s, when IBM challenged traditional time-sharing models by adding virtualization with its VM/370 series.

    Multitenancy can occur at any or all levels of the architecture, as follows:

  • Virtual layer: Virtualization provides the ability to create specific environments for each process, application, or operating system. This model isolates everything above the virtual layer itself but allows for the use of pooled resources below that layer, most commonly hardware such as networking, processor, memory, input/output, and storage resources.
  • Application layer: The user interfaces of most web applications allow for specific fixed graphical and behavioral elements alongside customized elements associated with a specific organization, individual, or function. If one component or functional element fails in the delivery of the interface, it is easier to replace because those elements derived from other parts of the application and can be easily reconstructed.
  • Database layer: Data for multiple applications, through to multiple customers, can be stored in the same database, and thus allow for the focus on optimal data structures rather than entire infrastructures to support each individual requirement.
  • To gain the best advantage of cloud requires that each of these architectural layers be considered carefully to determine the best layer or layers to optimize for multitenancy.

    Isolation

    Almost a corollary to multitenancy is both the ability and requirement for isolation at each of the layers. While an application vendor such as Salesforce.com may use a common database layer for managing customer data, it is essential that the security mechanisms around the application layer maintain isolation between the various customers. Fundamental for any type of cloud provider is the requirement to offer isolation at each level of service exposure to their cloud users. This may be the infrastructure, platform, or software applications. In addition, APIs and management tools must also ensure that isolation exists in terms of identity management and access models, key management and encryption, and user interfaces. This is a specific set of technical requirements that need to be carefully evaluated when using a third-party solution in a private cloud and in any public cloud.

    Mobility

    The idea of web-based services has been around for many years, as have application hosting and outsourcing. The ability to get to the services from anywhere from any device has been a goal that is finally being broadly realized, and it threatens business models and IT departments who must contend with the security issues associated with data being available on devices either temporarily or long term.

    In August 2009, ABI Research6 released a report that said mobile cloud computing subscribers would total nearly one billion by 2014. The ABI report contained the following reasoning:

  • There are two primary reasons why ABI believes cloud computing will become a disruptive force in the mobile world. The first is simply the number of users the technology has the power to reach: far more than the number of smartphone users alone. The second reason has to do with how applications are distributed today. Currently, mobile applications are tied to a carrier. If you want an iPhone app, for example, you have to first have a relationship with the mobile operator who carries the iPhone. If you want a Blackberry app, the same rule applies. But with mobile clouding computing applications, as long as you have access to the web, you have access to the mobile application.
  • Although there are many arguments against this position, the general direction in cloud services is to support more open standards and therefore the dependence on specific carriers is certainly less than in years previous. This means that offering employees, customers, and partners better access and links to your organization via an exploding mobile world is absolutely possible.

    Refactorization

    Some like to think of cloud computing as an opportunity to do away with all their existing infrastructure challenges and costs—a "burn it to the ground" or rebuild scenario. This is truly not the real option, especially for any enterprise with more than a year under its belt with existing IT, and especially not for medium to large enterprises with many current or legacy systems in place. The reality is that cloud services allows an IT department to refactor some or all of their existing systems over time and usually take advantage of cost-effective new ways to deliver IT services to the business as a result.

    The same concept can also be applied to data center design. Historically, IT has designed data centers using the model of high availability, focusing on repair as a core requirement instead of considering the best mode for recovery to availability. This includes using certified hardware with comprehensive support and maintenance contracts. This includes concepts such as fail-fast, highly integrated systems, and deploying on stable QA tested solutions on a prepared basis with massive change control to ensure the ability to roll back failures.

    Large cloud service providers are approaching infrastructure design with a qualitatively different approach. They focus on low-cost commodity hardware where possible. Faults should be simply routed around until some standard recovery can be achieved on a scheduled or even ad hoc basis. This is much more cost efficient in many modes, yet requires a change in thinking that may benefit IT. Modeling can be important here, but if you are not prepared to consider alternative approaches, you will never get to model it. Also note that it is often difficult to model third-party cloud services well, given the potentially vast array of failures that can occur. Traditional IT approaches do not immediately match well to these new architectures and will require some refactoring. We all know that hardware will fail, networks will fail, and an entire data center may fail. Truly, any part of the stack, including the human components (from operators to users), may fail in some way. So what does that mean? We need to monitor different things. It is common to model small failures in a larger system and monitor for those failures (e.g., disk out of space, router offline). Cloud services are modeled as services, and therefore if you refactor how to manage them in this context, you begin to see dependencies across the whole system rather than in terms of just the data center itself, which in turn allows you to focus on core services rather than all services. This change can truly impact IT's ability to deliver and maintain high-availability services.

    Summary of Benefits

    Using cloud services to supplement or replace IT functions should allow an IT department to deliver more innovative capabilities to the business by focusing more on the service delivery and less on the hardware and software updates. Most benefits derive from the pooled nature of cloud services being offered through multitenancy architectures (or more simply, economies of scale). Costs, risks, controls, and more are aggregated across thousands of customers rather than one individual organization's data center.

    Many definitions of cloud computing identify self-service or self-provisioning as a benefit. Although self-service can help make cloud services easier to use, the reality is that self-service requires a mode of operations that includes service catalogs, automated provisioning and deprovisioning, and more to be effective. Therefore, we consider self-service as something that although beneficial in small environment is in reality a result of delivering good service-oriented architectures that may or may not be cloud based in nature.

    In summary, cloud computing provides significant opportunities. Thinking these through in relation to your own business challenges is important. Perhaps even more critical, you want to remember that your competitors are also considering how to capitalize on these opportunities.

    However, cloud computing has challenges. Your organization may already be ready to adopt and adapt to new technologies or ways of achieving your business goals, but finding success with cloud services may require a mindset that allows you to change how you manage risk and control. To achieve success with cloud, regardless of internal or external options, IT needs to be the service broker and aggregator for the business, providing guidance, cost management, and governance in this new model.


    Getting Started with Oracle Spatial and Graph — RDF Knowledge Graph (Part 2) | killexams.com real questions and Pass4sure dumps

    This is the second installment of the series “Getting Started with Oracle Spatial and Graph — RDF Knowledge Graph.” In this blog post, we will use SQL Developer to load some publicly available Resource Description Framework (RDF) data into our DBCS instance and execute a few SPARQL queries with the SPARQL query editor in SQL Developer. Click here for part 1 of this series.

    The data we will use comes from the Linked Geo Data project: http://linkedgeodata.org/About

    We will use a normal database user with connect, resource, and appropriate tablespace privileges to perform the load operation. Recall that we used the SYSTEM user to create and configure our semantic network in the previous installment. Open a connection for your desired database user in SQL Developer. We are using RDFUSER in this example. Expand the RDFUSER connection and expand the RDF Semantic Graph component.

    The first step is to create a semantic model to hold our RDF dataset. Right click on Models and choose New Model.

    Enter a Model Name and choose to create a new Application table with TRIPLE column. Choose the tablespace you used when creating the semantic network for Model tablespace. Click Apply.

    We have now created a model to hold our RDF data. If you expand Models and Regular Models under RDF Semantic Graph, you should see the LGD_SPORT model we created.

    Now, we will bulk load the downloaded RDF file. The bulk load process consists of two major steps:

  • Loading the file from the file system into a simple staging table in the database.
  • Loading data from the staging table into our semantic model.
  • The first step involves loading from an external table, so we need to use the SYSTEM connection to create a DIRECTORY in the database and grant privileges on it to RDFUSER.

    Expand the SYSTEM connection and right-click on Directories. Then choose Create Directory.

    Enter a Directory Name and the full path for the directory on the database server. Click Apply.

    Expand Directories and click the directory name to see details.

    Now we need to grant privileges on this directory to RDFUSER. Click actions and select Grant.

    Grant READ and WRITE privileges to RDFUSER. Click Apply.

    RDFUSER now has access to the /home/oracle directory on our DBCS instance.

    Before loading into the staging table, we need to do a few operations from the Unix command line. The downloaded RDF file is compressed, so we will use a Unix named pipe to stream the uncompressed data rather than storing an uncompressed version of the file.

    Use PuTTY to make an SSH connection to the remote DBCS instance as the oracle user (see the DBCS user guide for more information on how to make an SSH connection. Then execute the following commands to create a named pipe to stream the uncompressed data.

    mkfifo named_pipe.ntbzcat 2015–11–02-SportThing.node.sorted.nt.bz2 > named_pipe.nt &

    Now, expand the RDFUSER connection in SQL Developer and expand the RDF Semantic Graph component. Then right click on Models and select “Load RDF data into staging table (External Table).”

    Choose a name for the external table to create (we are using LGD_EXT_TAB) and fill in the other fields on the Source External Table tab.

    Enter the names of the files to load (named_pipe.nt in this example) on the Input Files tab.

    Finally, use the Staging Table tab to enter a name for the staging table that will be created (we are using LGD_STG_TAB) and choose the appropriate format.

    Now click Apply to load the data into LGD_STG_TAB. Check the contents of LGD_STG_TAB.

    Next, we will load the data from LGD_STG_TAB into the LGD_SPORT semantic model. To bring up the bulk load interface, expand RDF Semantic Graph under the RDFUSER connection. Then, right-click on Models and select “Bulk Load into model from staging table”.

    Enter LGD_SPORT for Model and unselect the Create model option since we have already created this semantic model. Also, choose the LGD_STG_TAB for Staging table name. Be careful not to select the external table (LGD_EXT_TAB), as it will also be listed. Consult the user guide for more information on the other options for bulk load. Click Apply, and the load will finish in a minute or so.

    Now that we have completed the bulk load, it is a good idea to gather statistics on the whole RDF network. Only a privileged user can gather statistics on the whole RDF network, so we need to use the SYSTEM user or some other DBA user. Expand the RDF Semantic Graph component under the SYSTEM connection, right click on RDF Semantic Graph and select Gather Statistics.

    Enter the desired Degree of parallelism and click Apply.

    After gathering statistics, the data is ready to query.

    Now, we will use SQL Developer’s SPARQL query editor to query our dataset. Go back to the RDFUSER connection and expand Models and Regular Models under RDF Semantic Graph. Clicking LGD_SPORT will open the SPARQL query editor for this semantic model.

    You can edit and execute SPARQL queries here. In addition, several pre-created templates are available.

    Click Templates -> Demographics -> COUNT ALL to count all triples in the LGD_SPORT model.

    Click Yes when the warning comes up.

    Click the green triangle to run the query.

    You can also directly edit SPARQL queries. The following example shows a SPARQL query to get the top 10 properties and their triple counts.

    In addition to SPARQL SELECT queries, CONSTRUCT and DESCRIBE queries are also supported. The query below describes a particular resource in the LGD_SPORT model. Note that any namespace PREFIXes used in the query will also be used to simplify values in the query result. Here we have added several more PREFIXes.

    That’s it. We have successfully bulk loaded a publicly available RDF dataset into our DBCS instance and executed some queries with SQL Developer’s SPARQL query editor. In the next installment, we will setup a W3C-standard SPARQL endpoint to provide a REST interface.

    Click here for a detailed HOW-TO.



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