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HP0-823 - Implementing MSA Storage Solutions - BrainDump Information

Vendor Name : HP
Exam Code : HP0-823
Exam Name : Implementing MSA Storage Solutions
Questions and Answers : 191 Q & A
Updated On : January 22, 2019
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HP0-823 exam Dumps Source : Implementing MSA Storage Solutions

Test Code : HP0-823
Test Name : Implementing MSA Storage Solutions
Vendor Name : HP
Q&A : 191 Real Questions

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HP HP Implementing MSA Storage

HP MSA 2040 storage array | killexams.com Real Questions and Pass4sure dumps

The Hewlett-Packard Modular smart Array 2040 (HP MSA 2040) is a rack-mountable storage array for business SAN...

environments. it's designed to be part of a modular SAN, and supports virtualization with points such as automated tiering, extent copy and virtualized photograph capabilities.

The MSA 2040 is a 2U base array, with available 2U big kind-factor or small form-ingredient (SFF) disk enclosures for enlargement. It holds as much as 199 2.5-inch SFF drives, assisting each SAS and nearline SAS drives. on the other hand, it might probably hang ninety six 3.5-inch giant kind-component drives.

The unit helps 200 GB, 400 GB, 800 GB and 1.6 TB strong-state drives (SSDs), and has a uncooked ability of 288 TB out of the field. It has an optional expansion of up to 576 TB the usage of a optimum of seven disk enclosures. furthermore, the MSA 2040 supports RAID configurations 0, 1, 3, 5, 6, 10 and 50.

It has statistics-to-parity ratios of two:1, 4:1 and 8:1 for RAID 5; and a pair of:2, four:2 and 8:2 for RAID 6. The HP MSA can have varied combos of 16 gigabit per 2nd (Gbps) Fibre Channel (FC) ports or 10 Gigabit Ethernet (GbE) ports on the 4-port SAN controller. It also includes a four-port SAS controller that has 12 Gbps SAS ports. each controllers have 4 GB of cache.

The unit works with SANs operating on Microsoft windows Server 2012, windows 2008, windows Hyper-V, HP-UX, purple Hat Linux, SUSE Linux and VMware ESXi edition 5. Clustering help for windows, Linux and HP-UX environments is offered.

The array comprises a variety of software, equivalent to MSA photograph application, which reinforces facts insurance plan.

The array includes various application, equivalent to MSA snapshot utility, which enhances information insurance policy. The photograph software is controller-primarily based, so it uses no host substances, and springs with 64 snapshots. users can buy an not obligatory 512 photo utility license for extra expansion.

The HP volume copy application makes a actual reproduction of the information to a different set of drives within the equal array, even though it simplest works with linear volumes. HP volume replica is also controller-based mostly.

The MSA efficiency Tiering improve is an automated tiering engine that moves records between tough disk drives (HDDs) and SSDs based on precise-time access and utilization traits. The archive tiering functionality of this engine strikes records between SAS HDDs and nearline SAS HDDs in response to I/O patterns. HP MSA Array far flung Snap utility provides far off replication on the HP MSA 1040, 2040 and P2000 G3 arrays. It helps both Ethernet/iSCSI and FC interconnects.

though the enterprise's pricing is confidential, HP MSA 2040 instruments will also be found on-line for between $5,000 and $forty,000, depending on the configurations and bundles chosen. a three-12 months assurance on materials is blanketed. extra elements corresponding to 24/7 carrier or on-web page assist can also be bought one at a time. 


HP Unveils high-efficiency Storage and New accomplice application for Small and Midsize businesses | killexams.com Real Questions and Pass4sure dumps

PALO ALTO, CA--(Marketwired - may additionally 13, 2013) - HP ( NYSE : HPQ ) these days announced it is helping small and midsize corporations (SMBs) and executive corporations to maximise storage investments with new offerings that consist of the subsequent technology of its MSA entry disk array, enhancements to the HP StoreEasy Storage portfolio and a brand new program for HP channel partners.

confined IT substances and a scarcity of storage expertise can make it complex for SMBs to deploy the storage techniques obligatory to support applications that require high availability and efficiency.

the brand new HP MSA 2040 Storage device simplifies administration and improves efficiency as much as 4 instances quicker than similarly priced external disk storage options.(1) The enhanced HP StoreEasy Storage portfolio allows SMBs to efficiently manage and protect increasing amounts of file information without the want for particular competencies.

These options are available below HP's new conveniently StoreIT application. This software offers practicing, advertising and marketing and incentives for HP channel companions to right now tackle their small and midsized shoppers' challenges and pursue new earnings opportunities.

"Virtualization and other rising workloads threaten to drown SMBs in a sea of complexities that restrict, in preference to support, boom," said David Scott, senior vp and well-known supervisor, Storage Division, HP. "without problems StoreIT makes it possible for our partners to serve their small and midsized shoppers who're wired for time, price range and components to aid a starting to be enterprise, with a stress-free storage solution."

Maximized SMB investments with high-efficiency entry-stage Fibre Channel Array staff and funds barriers have commonly pressured SMBs to compromise performance for affordability when deploying shared storage for brand spanking new purposes equivalent to virtualization.

the brand new HP MSA 2040 Storage eliminates that compromise with the industry's optimal cost efficiency when in comparison to in a similar way priced Fibre Channel arrays.(2) the first array in its category to offer sixteen gigabit (Gb) Fibre Channel connectivity,(3) the MSA 2040 is developed to guide expanded demand. This bandwidth, together with a excessive-efficiency controller and solid-state disk (SSD) efficiency, helps expanding workloads and maximizes dollar per enter/output operation. consequently, purchasers will:

  • in the reduction of data middle footprint and power fees with guide for greater digital machines on much less hardware.
  • give protection to existing investments and speed deployment with a different information-in-area improve feature that allows purchasers on the previous MSA era to conveniently flow latest disk drives into the brand new HP MSA 2040.
  • Maximize present elements with an easy administration interface that server directors at present use with HP ProLiant and HP BladeSystem servers.
  • To aid consumers maximize their HP MSA Storage investment, HP know-how capabilities offers a proven direction to efficient storage consolidation and presents a complete set of more advantageous assist features.

    more suitable SMB file and software efficiency, security and availability Integrating seamlessly with Microsoft home windows® infrastructure, the better HP StoreEasy Storage portfolio permits consumers to keep, manage and give protection to unstructured records for lots of concurrent users. It additionally gives persistent file and application availability. New enhancements to the portfolio enable customers to:

  • cut back administrative time by means of simplifying advent of recent volumes and optimizing capacity with a new provisioning tool.
  • reduce costs and enrich skill planning with the aid of analyzing latest file shares on native or far flung systems, and predicting the potential space discounts delivered through HP StoreEasy's native deduplication.
  • make certain records availability with integrated snapshot management for brief file recuperation.
  • boost productivity with a new wizard that speeds up configuration of clustered HP StoreEasy 3830 Gateways.
  • deliver turnkey statistics coverage for HP StoreEasy one thousand/5000 and control cloud data coverage wants with non-compulsory HP information Protector and HP Autonomy LiveVault.
  • HP promises an conclusion-to-conclusion software for channel companions selling to SMB purchasers New to the HP just appropriate IT application, which spans servers, storage, networking and services, is the HP with ease StoreIT application. This software offers answer guides and reference architectures for HP channel partners and SMB shoppers to speed up solution birth. These solution property goal particular challenges within the vital areas of virtualization, backup and statistics protection, Microsoft exchange and Microsoft SQL Server, and file consolidation.

    the new HP comfortably StoreIT application could be launched in coordination with HP's distribution companions. It includes tools, substances and incentives to help channel companions speed up time to profits with HP storage solutions. tools include quote and configuration templates, cobranded lead-technology assets, practising and materials designed to enhance sales opportunities.

    Pricing and availability twin-controller MSA 2040 configurations start at $11,470, with international availability through HP and its channel companions anticipated to start in July.(4) HP StoreEasy Storage enhancements are available at no charge to latest and new customers beginning in June. The HP readily StoreIT program is available global.

    HP's premier Americas customer experience, HP find, takes area June eleven-13 in Las Vegas.

    About HP HP creates new probabilities for know-how to have a significant influence on americans, organizations, governments and society. the world's greatest know-how enterprise, HP brings collectively a portfolio that spans printing, very own computing, application, services and IT infrastructure to clear up client issues. extra counsel about HP is accessible at http://www.hp.com.

    Story continues

    (1) based on HP internal check records of the HP MSA 2040 vs. IBM DS3500 and Dell MD3600.(2) in accordance with HP interior look at various information of the HP MSA 2040 vs. IBM DS3500 and Dell MD3600 and publically purchasable pricing information as of April 2013.(3) in line with HP assessment of published standards of in a similar way priced and featured competitive items.(four) Estimated U.S. road fees. actual expenditures may additionally range.

    Microsoft and windows are U.S. registered trademarks of Microsoft supplier.

    This news unencumber carries forward-searching statements that involve hazards, uncertainties and assumptions. If such risks or uncertainties materialize or such assumptions show improper, the effects of HP and its consolidated subsidiaries may differ materially from these expressed or implied via such ahead-searching statements and assumptions. All statements apart from statements of ancient fact are statements that could be deemed ahead-looking statements, including but no longer constrained to statements of the plans, ideas and aims of administration for future operations; any statements concerning anticipated construction, performance, market share or aggressive performance relating to products and features; any statements related to predicted operational and economic consequences; any statements of expectation or belief; and any statements of assumptions underlying any of the foregoing. dangers, uncertainties and assumptions include macroeconomic and geopolitical tendencies and activities; the aggressive pressures faced by HP's businesses; the construction and transition of recent products and features and the enhancement of current items and functions to satisfy consumer needs and respond to rising technological traits; the execution and efficiency of contracts by means of HP and its consumers, suppliers and partners; the insurance plan of HP's highbrow property belongings, together with highbrow property licensed from third events; integration and other hazards associated with enterprise combination and funding transactions; the hiring and retention of key employees; assumptions involving pension and other post-retirement costs and retirement programs; the execution, timing and results of restructuring plans, including estimates and assumptions related to the can charge and the predicted advantages of implementing these plans; the decision of pending investigations, claims and disputes; and other dangers that are described in HP's filings with the Securities and trade commission, together with HP's Annual record on kind 10-k for the fiscal year ended October 31, 2012. HP assumes no responsibility and does not intend to replace these forward-searching statements.

    © 2013 Hewlett-Packard construction enterprise, L.P. The tips contained herein is area to change devoid of note. The only warranties for HP products and services are set forth in the specific guarantee statements accompanying such items and functions. Nothing herein should be construed as constituting an further warranty. HP shall no longer be responsible for technical or editorial error or omissions contained herein.


    Hidden Admin Account makes it possible for Unauthorized entry to HP network Storage answer | killexams.com Real Questions and Pass4sure dumps

    An undocumented administrative account with a default password was discovered in the HP StorageWorks P2000 G3 MSA community storage solution, putting all such instruments susceptible to unauthorized access.

    This mannequin normally comes with an account referred to as "manage" (password "!control") for valued clientele to personalize and use.

    youngsters, it turned into discovered that a default account referred to as "admin" with password "!admin" also exists on the gadget and, based on the H security, it does not seem in the user manager and can't be deleted.

    The "admin" person has permissions to alter the device's settings or the operating device and due to the fact most americans do not know of its presence, it puts devices at risk.

    HP confirmed the problem and said that this service administrator account "has fundamental privileges that are used by way of internal tactics working on the array."

    fortunately, it seems like the password will also be modified. "If the 'admin' account raises a protection problem, [it's] password may also be modified by using the Command Line Interface (CLI), through telnet or SSH, to trade the default password," the company wrote in an advisory.

    here's fairly easy and contains issuing the "set password" command after logging in as "admin" via the command line.

    "The observe of embedding hardcoded passwords, as proven during this most recent HP storage gadget instance, isn't handiest regular, however extremely harmful," Shlomi Dinoor, vice president of emerging applied sciences at id management solutions provider Cyber-Ark utility, informed SecurityWeek.

    "So too is the practice of trying to ship techniques with 'hidden' admin clients, but in this age of openness, nothing is hidden, and vendors should still recognize that," he added.

    One illustration of how issues can go wrong when imposing default hidden passwords is the infamous Stuxnet industrial espionage worm, which makes use of a hardcoded access code to examine tips from the database of Siemens WinCC SCADA programs.




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    Progress report by NATO and EU | killexams.com real questions and Pass4sure dumps

    JPEG - 15.6 kb Third progress report on the implementation of the common set of proposals endorsed by NATO and EU Councils on 6 December 2016 and 5 December 2017 31 May 2018

    Third progress report on the implementation of the common set of proposals endorsed by NATO and EU Councils on 6 December 2016 and 5 December 2017 On 6 December 2016, EU and NATO Councils endorsed in parallel processes a common set of 42 proposals for the implementation of the Joint Declaration signed on 8 July 2016 by the President of the European Council and the President of the European Commission, together with the Secretary General of the North Atlantic Treaty Organization. Furthermore, on 5 December 2017, the two Councils endorsed in parallel processes a common set of new proposals consisting of 32 further actions for the implementation of the Joint Declaration including new topics such as counter-terrorism, women, peace and security and military mobility.

    Responding to the taskings by the Ministers of both Organizations, progress reports on implementation were submitted to the respective Councils in June and December 2017. Those two progress reports manifested considerable and concrete results yielded by the continued pragmatic and practical EU-NATO cooperation.

    The present third progress report covers the period January-June 2018. The report elaborates on the main achievements of EU-NATO cooperation – also in view of the upcoming meeting of the European Council on 28-29 June and the NATO Summit on 11-12 July – and highlights the added value of EU-NATO cooperation in different areas aimed at strengthening the security of citizens. The next common progress report is foreseen in a year’s time (June 2019). The overwhelming majority of the actions have a long-term perspective requiring continued implementation, since they represent recurring processes which continually produce gradual results, rather than single one-off events. Systematic informal staff-to-staff interaction ensures steady progress. A process of continuous engagement has been established.

    The two organizations continue to face common security challenges: this only reinforces the need for further strengthening cooperation. In the current strategic environment, EU-NATO engagement remains of utmost importance. Together with the implementation of the EU Global Strategy and the European Defence Action Plan, cooperation between EU and NATO constitutes an integral pillar of EU’s work aimed at strengthening European security and defence, which contributes to Trans-Atlantic burden sharing. A stronger EU and a stronger NATO are mutually reinforcing.

    Countering hybrid threats

    Countering hybrid threats remains of key importance with 20 out of the 74 current proposals for cooperation focused in this area. The EU Hybrid Fusion Cell, the NATO Hybrid Analysis Branch and the European Centre of Excellence for Countering Hybrid Threats in Helsinki (Centre of Excellence) are all in frequent contact and have developed strong relations at the working level. On situational awareness, staff-to-staff discussions between the respective geographical and thematic clusters of EU’s Single Intelligence Analysis Capacity and NATO’s Joint Intelligence and Security Division have been established and now regularly take place via monthly Video Teleconferences. Furthermore, regular strategic foresight discussions between NATO and EU staffs took place. To date, three Parallel and Coordinated Analyses have been finalized (two of these during the current reporting period) regarding the Eastern and Southern Neighbourhood and a fourth one on hybrid threats is in the making. The EU Hybrid Fusion Cell, the NATO Hybrid Analysis Branch and the Centre of Excellence are reflecting on the possibility of establishing trilateral cooperation using open source material.

    The Centre of Excellence continues to support EU and NATO staffs working on hybrid threats. Both staffs have participated in the Centre’s activities, inter alia attending workshops, seminars and exercises aimed at enhancing the understanding of hybrid threats. Representatives of both organizations are present at the Centre’s Steering Board meetings. Through its projects, predominantly events and exercises, the Centre of Excellence effectively contributes to strengthening EU-NATO cooperation in the area of hybrid threats.

    It is in this context that in March, EU and NATO staffs met for a high-level retreat, hosted by the Centre of Excellence. Beyond the assessment of the current state of affairs, the objective was to specify possible concrete actions in all key areas of interaction and formulate recommendations for further enhancing EU-NATO cooperation. Discussions focused on improving (1) early warning and situational awareness, (2) strategic communication and messaging, (3) crisis response, (4) resilience, and (5) cyber defence and energy security. In May, in the frame of assessing the implications of hybrid threats on capability development, the Centre of Excellence facilitated a scenario-based workshop "Harbour Protection Under Hybrid Threat Conditions" organized by the EU and attended by staffs of both organisations. This workshop was the outcome of the Hybrid Threats Table Top exercises conducted in 2016.

    Cooperation on women, peace and security is in its initial stage. An EU-NATO Workshop on methodology exchange and women, peace and security is planned for September 2018. As to gender indicators in early warning systems/analysis to improve situational awareness, as a first step, EU and NATO staffs agreed to analyse and assess the current practices in both organisations.

    Staff interactions also took place in the area of counter-terrorism. NATO staff visited the Europol Headquarters in January 2018 for discussions of the terrorist threat, including aspects related to Chemical, Biological, Radiological and Nuclear risks and Improvised Explosive Devices. NATO is now invited to participate in Europol meetings on explosive precursors.

    In the area of strategic communications, exchanges at the technical level covered ongoing activities and discussed the scope for further cooperation in the East, the South and the Western Balkans. A dedicated discussion took place on the approach to ’crisis communication’ including coordination of strategic communications messaging on security threats. There is frequent engagement between EU and NATO spokespersons, strategic communications counterparts and the EU Strategic Communications Task Forces and the NATO Strategic Communications Centre of Excellence in Riga.

    In the framework of crisis response and bolstering resilience to hybrid threats, NATO shared with EU staff its guidance on Improving Resilience of National and Cross-Border Energy Networks and its guidance for Incidents Involving Mass Casualties. EU staff participated in the NATO Energy Security Roundtable in December 2017 and provided a briefing on energy security issues to the NATO Industrial Resources and Communications Services Group in March 2018. Staff contacts continue between NATO and EU resilience experts. A meeting to take place in June 2018 will discuss the methodology to map the respective activities on both NATO’s Resilience Baselines and the EU’s Prevention and Preparedness work streams.

    The EU Hybrid Fusion Cell and the NATO Hybrid Analysis Branch are now able to communicate via the EU version of the NATO Battlefield Information Collection and Exploitation System (BICES). This information exchange capability adds to the already existing and fully functioning secure Video Teleconference link. A staff-to-staff meeting in May 2018 raised awareness of the status of the EU Capability Development Plan (CDP) and the NATO Defence Planning Process (NDPP). The focus was on the ways that resilience and hybrid were addressed in the respective defence planning processes as well as on the upcoming capability development steps in view of June 2018 when the updated EU Capability Development Plan and NATO Defence Planning Process priorities will be presented to the Member States and Allies.

    Operational cooperation including maritime issues

    Cooperation and coordination at tactical and operational levels between EUNAVFOR Sophia and Operation Sea Guardian have been enhanced through regular information sharing and logistical support, including refuelling. EU and NATO staffs are engaged in exploring modalities to enhance coordination, complementarity and cooperation in the maritime domain. Staffs regularly attend the meetings of the mechanism on Shared Awareness and De-Confliction in the Mediterranean (SHADE MED) as the main forum for sharing information and coordination of efforts. They agreed to create an informal working group at staff level to discuss possible recommendations on improving SHADE MED with a view to presenting the outcome at an upcoming staff meeting.

    The EU has initiated the revision of its Maritime Security Operations (MSO) Concept during 2018 as part of its Conceptual Development Implementation Plan 2018-2019. It will be discussed in EU and NATO at staff working level.

    Building on bilateral discussions with Belgrade and Pristina regarding political, operational and technical activities necessary for the normalisation of the lower airspace over Kosovo [1], talks with the participation of relevant aviation experts were held in Montenegro, most lately in March 2018. The next talks are planned for June 2018 with representatives of Eurocontrol. Other relevant international organizations, including the International Civil Aviation Organization (ICAO) could also be invited to future meetings, as appropriate. The ultimate objective remains the establishment of direct routes from Pristina to cities of the region, including the route Pristina – Belgrade, for which a Letter of Agreement should be finalised by the end of 2018.

    Cyber security and defence

    Active interaction in the field of cyber goes forward with exchanges between staffs on concepts and doctrines, information on existing and planned training and education courses, threat indicators, ad-hoc exchanges of threat alerts and assessments, cross-briefings, including on the cyber aspects of crisis management and regular meetings.

    NATO hosted annual high-level consultations between EU and NATO staffs in December 2017 featuring, inter alia, recent policy developments, such as NATO’s Cyber Defence Pledge and the EU’s September 2017 Joint Communication on Resilience, Deterrence and Defence: Building strong cybersecurity in Europe. The EU also presented some of the key capability development projects in the area of cyber defence.

    Planning is under way for several staff level workshops in 2018. The aim is to ensure a broader involvement of relevant stakeholders, facilitate increased exchange, and, where possible, the coordinated development of concepts on cyber defence.

    Exchanges on Training, Education and Exercises as well as Research and Technology were further deepened. Overall, the aim in the area of education and training has been to facilitate the implementation of NATO and EU best practices and enhance the interoperability between the two organisations. NATO’s complete education and individual training syllabus featuring NATO’s cyber defence courses was shared with the EU staff. The two staffs coordinate efforts in this particular area aiming to provide coherent training to respective personnel, considering also the recently established EU Cyber Education, Training and Exercises platform.

    EU cyber defence staff took part, for the first time, as full participant in NATO’s Cyber Coalition exercise held at the end of 2017. In April 2018, EU staff participated in the NATO Cooperative Cyber Defence Centre of Excellence Locked Shields exercise.

    With a view to exchanging best practices on cyber aspects and implications of crisis management, EU and NATO staffs are planning to organise an expert workshop in June 2018 to discuss respective cyber-related tools and processes with a view to identifying good practice.

    Cyber was also the topic of EU-NATO’s staff-to-staff third dialogue on industrial aspects in April. More details are presented in the "Defence Industry and Research" section of this report.

    Defence capabilities

    Efforts continue to ensure the coherence of output between the EU Capability Development Plan, the Coordinated Annual Review on Defence (CARD) and respective NATO processes such as the NATO Defence Planning Process (NDPP) and the Partnership for Peace Planning and Review Process (PARP). Invitations by individual Allies to EU staff during the first half of 2018 to the bilateral consultations in the framework of NATO’s Defence Planning Process and Partnership for Peace Planning and Review Process added substantial value and information for the Capability Development Plan revision and further enhanced preparations and implementation of consultations in the frame of the Coordinated Annual Review on Defence. In parallel, several EU Member States who are also NATO Allies or Partners invited NATO staff to their Coordinated Annual Review on Defence bilaterals. NATO and EU staffs are working together to ensure coherence of output and timelines. Close staff-to-staff contacts at all levels contribute also to avoid increasing the reporting burden on nations that belong to both organisations and ensures mutual awareness of work under way in each organisation.

    Quarterly expert meetings of EU and NATO staffs ensure complementarity and the avoidance of unnecessary duplication downstream by coordinating multinational projects and programmes. This process is further supported through EU staff participation in the annual Multinational Solutions Synchronisation Workshops. Concrete examples supporting several NATO Defence Planning Priorities have been identified in areas such as Air-to-air refuelling, where the EU initiatives are fully reflected in the relevant NATO roadmap, Maritime Situational Awareness (MSA) Aircraft, Countering Improvised Explosive Devices (C-IED), Remotely Piloted Aircraft Systems (RPAS), and Medical Support.

    Following the parallel approval of the Military Aviation Strategy in the context of the Single European Sky (SES), work is now being carried forward as foreseen in the respective implementation plans, developed in coordination with Eurocontrol. As regards Single European Sky Air Traffic Management (ATM) Research (SESAR), which is the technical pillar to the Single European Sky, coordination continues in the context of the Air Traffic Management Master Plan update. EU staff continue to participate in the NATO-Eurocontrol Air Traffic Management Security Coordinating Group focusing on aerospace security issues, including cyber. NATO staff will participate in the EU Aviation Cyber Security Seminar in June 2018. In addition, NATO and EU staff participate in the European Aviation Safety Agency’s (EASA) ’European Strategic Coordination Platform’. Staff-to-staff talks continue on areas such as Remotely Piloted Aircraft Systems (RPAS) Air Traffic Insertion. On airworthiness, work continues to develop guidelines, best practices and harmonized approaches for the recognition of Military Airworthiness Authorities.

    Work also continues on the identification of projects where standardisation-related activities could be harmonised with the aim to avoid duplication in the development of standards. Close engagement of respective staffs on the Standard Architecture for Soldier Systems is a concrete example in that respect. EU staff participated in the NATO Standardization Staff Group in May 2018. This provided another forum to harmonize various efforts to advance interoperability through standardization and to avoid duplication in the development of standards.

    NATO and EU staffs are working together to ensure coherence and synergies between NATO and EU efforts to improve military mobility. NATO staff are contributing, as appropriate and as foreseen in the EU’s Action Plan on Military Mobility presented in March 2018, to the EU’s ongoing work to develop military requirements reflecting the needs of the EU and its Member States, including with regard to infrastructure. In this context, in May 2018, the Secretary General of NATO transmitted NATO’s generic parameters for transport infrastructure to the President of the European Council, the President of the European Commission, and the EU High Representative. Furthermore, EU staff have been made aware of the NATO standards relevant to military mobility. The EU Action Plan builds upon the Roadmap on military mobility developed by the European Defence Agency’s Ad hoc Working Group to which NATO staff was associated. To ensure coherence, EU staff have also been associated to some relevant NATO activities.

    In May 2018, NATO and EU staffs held an informal workshop on a set of counter-terrorism relevant defence capabilities: Technical Exploitation with a focus on countering Improvised Explosive Devices, Harbour Protection and countering Small Unmanned Aerial Systems Subject matter experts presented the main activities of each organisation in these focus areas, identified complementarities and opportunities to ensure that these capabilities can be addressed in a coherent manner. As follow-up, NATO and EU staffs are to hold a second informal workshop at the end of 2018 to take stock of work underway and determine if more substantial coherence could be achieved in order to support military capability development that contributes to the overall counter-terrorism effort.

    Defence industry and research

    EU and NATO staffs continued the dialogue on industry matters. The exchange focused on regular update on related NATO and EU activities and specifically on practices regarding industry including Small and Medium Enterprises’ access to defence supply chain and innovation as well as industry engagement in particular areas. More specifically, during the third staff dialogue on industrial aspects in April, both organisations explored practices regarding industry engagement in the area of cyber. EU staff presented the Cybersecurity Package, adopted in September 2017, outlined cyber defence in the context of the European Defence Fund and informed on various cyber multinational projects and events. Reciprocally, NATO staff briefed on the NATO cyber action plan and related activities, such as the Malware Information Sharing Platform (MISP) and the NATO 2018 Cyber Symposium. The exchange will continue by identifying and addressing other specific Industry-related topics of common interest.

    Exercises

    The next parallel and coordinated exercises (with the EU’s exercise in the lead) are to take place in November 2018. In the ongoing preparatory phase staff level discussions are underway: NATO staff have been invited to participate in all planning meetings and workshops by the EU. NATO will draw elements from the EU exercise (HEX-ML 18) to develop its parallel exercise (PACE 18).

    Similarly to last year, the 2018 parallel and coordinated exercises will be based on a hybrid scenario, including cyber elements, and will have the same overarching objective - synchronising the two organizations’ crisis response activities in particular in a hybrid context. The crisis scenario will be designed to cover the following strands: situational awareness, strategic communications, cybersecurity, crisis prevention and response. It also has a terrorism aspect and therefore will contribute to counter-terrorism cooperation.

    Exchange of lessons learnt by both organizations will take place upon completion of the Post Exercise Reports. Work between staffs is ongoing on secure communications and clarifying processes for exchanging classified information. Discussions are also underway to develop a plan for implementing parallel and coordinated exercises in 2019-2020.

    In terms of invitations to participate in observing its military exercises, NATO has invited EU staff to the following exercises in 2018: Trident Juncture 18; Trident Jaguar 18; Cyber Coalition 18 and Coalition Warrior Interoperability Exercise 18. NATO staff participated with observers in MILEX 18 in April 2018. EU and NATO staffs exchange information on the planned timing of their activities in order to avoid overlapping which would have a negative impact on the effectiveness of the respective planned training and exercises, including in the area of helicopter exercises. Where possible, cross-invitations to respective exercises are extended. For example, NATO staff was invited to observe the Hot Blade 2018 exercise in May 2018 in Portugal.

    The European Centre of Excellence for Countering Hybrid Threats hosted a hybrid exercise in April 2018 attended by NATO and EU staff as well as Allies and Member States. A NATO-EU workshop is planned for October 2018 to test the key modalities already defined in the EU’s Playbook and NATO’s Operational Protocol. NATO is exploring with the Centre of Excellence the potential for them to support NATO-EU training interaction.

    With regard to disaster response exercises, the European Response Coordination Centre (ERCC) will participate with a liaison officer in the field exercise organized by NATO’s Euro-Atlantic Disaster Response Coordination Centre (EADRCC) in October 2018. In preparation, the ERCC participated in the main planning conference in February 2018. Enhanced staff-to-staff interaction in this area has resulted in improved practical cooperation. In March 2018, as a result of lack of human immunoglobulin emergency, Romania requested international assistance both through the EU and NATO In response, the two Centres participated in a videoconference with two donor countries: Austria and the United States. This was the first emergency in which the two Centres cooperated via videoconference.

    Defence and security capacity building

    Information exchange, including informal staff-to-staff political consultations on the three pilot countries (Bosnia and Herzegovina, Republic of Moldova and Tunisia) has intensified. It also takes place regarding Ukraine, Georgia and Jordan. Recent initiatives include cooperation on strategic communication efforts in the Republic of Moldova and Bosnia and Herzegovina and workshops organised at the European Centre of Excellence for Countering Hybrid Threats in Helsinki bringing together NATO and EU experts to look at strategic communications challenges in the Western Balkans and discuss options for addressing them. Contacts in the areas of education and training, including in the field of e-learning, as well as democratic control of armed forces, are ongoing in the case of Tunisia. In the Republic of Moldova, EU and NATO staffs coordinate their briefing programmes and exchange speakers for visits from Moldova to the EU and NATO.

    In terms of way forward, a number of possible concrete activities were identified, for example: 1) participation of EU experts in upcoming NATO Building Integrity seminars; 2) work on the NATO Reference Curriculum on Counter Terrorism; 3) involvement in the other organisation’s public diplomacy events; 4) cooperation between the EU and NATO to support the Tunisian Centre of Excellence on Countering Improvised Explosive Devices. Cyber security and defence and ammunition storage have been identified as areas presenting more opportunities to explore.

    In Ukraine, under the auspices of the EU Delegation, NATO is chairing a donor coordination group for the defence and security sector and is closely cooperating with the EU Advisory Mission to Ukraine on issues such as strategic communications, communications capacity building, training, and reform of the Security Service of Ukraine. NATO staff are also working with the EU Support Group for Ukraine on identifying possible projects to support Ukraine.

    NATO and EU staffs are also coordinating their activities in and on Iraq with as regards their respective Missions in the country.

    Cooperation established in 2017 between the NATO-accredited Joint Chemical, Biological, Radiological and Nuclear (CBRN) Defence Centre of Excellence in Vyskov, the Czech Republic, and the EU Chemical, Biological, Radiological and Nuclear Centres of Excellence Initiative, is being developed. Further cooperation on training is envisaged along with deepened cooperation between the Centre and the Regional Secretariats of the Initiative. The Centre is also participating in the EU Horizon 2020 Chemical, Biological, Radiological and Nuclear security research programmes.

    The second progress report of December 2017 highlighted a financing decision by the EU to allocate €2million for 2017 as a contribution to the NATO Building Integrity Programme, pending completion of a six-pillar assessment. That assessment is due to be completed by end June 2018.

    Strengthening political dialogue between EU and NATO

    The established practice of mutual invitations to relevant ministerial meetings continued. The EU High Representative participated at the working dinner of NATO Ministers of Defence in February and the meeting of NATO Ministers of Foreign Affairs in April. The Deputy Secretary General of NATO attended the EU Foreign Affairs Council (Defence) in March and the informal meeting of EU Ministers of Defence in Sofia in May.

    Work is proceeding with a view to organizing a package of six North Atlantic Council (NAC) Political and Security Committee (PSC) meetings in the coming 18 months, with the aim of having one informal and one formal meeting before the end of July.

    In the first semester of 2018, reciprocal cross-briefings on issues of mutual interest have become more frequent and covered the following topics: EU cyber policy issues, the outcome of the strategic review of Operation Atalanta, the EU Training Mission (EUTM) and the EU Capacity Building Mission (EUCAP) in Somalia, ongoing EU military missions and operations, the Western Balkans, Iraq, energy security, the Alliance’s role in the maritime domain and NATO operational activities.

    With a view to enhance transparency between EU and NATO on capability development multinational projects and programmes, EU and NATO representatives were invited to the NATO Conference of National Armaments Directors and the European Defence Agency Steering Board respectively.

    EU staff observed a number of NATO meetings with partners, including on NATO’s Defence and Related Security Capacity Building packages with current and future recipients (Republic of Moldova, Iraq, Georgia, Jordan, Tunisia and Libya), NATO’s Planning and Review Process, Building Integrity and Interoperability issues.

    Staff-to-staff dialogue continued on Chemical, Biological, Radiological and Nuclear (CBRN) issues, specifically in the context of the implementation of the EU Action Plan and the March 2018 European Council Conclusions. EU staff addressed the panel on complementary roles of international organizations in addressing Chemical, Biological, Radiological and Nuclear threats in the framework of the workshop on cooperation between NATO and partners held in May 2018 in Chania, Greece.

    EU and NATO staffs established a dialogue on counter-terrorism related issues in May. They focused on cooperation regarding terrorist threats, collaboration in the Global Coalition to Defeat ISIS, capacity building of partner countries, and development of scenario based discussions.

    EU and NATO military staffs continued their dialogue on the implementation of the relevant actions, particularly within the framework of the biannual Director General EU Military Staff- Director General International Military Staff Conferences.

    Since the endorsement of the first common set of proposals for the implementation of the Joint Declaration in December 2016, a systematic, informal staff-to-staff process consisting of three inter-locking layers has been set up to ensure steady progress:

    1) Experts from EU and NATO staffs are responsible for the actual implementation of the proposals in direct and close contact with each other; 2) An intermediate layer ensures coordination and consistency of implementation; 3) A principals’ level oversees implementation and gives strategic guidance. In addition to frequent working contacts between experts, regular and ad hoc meetings are organised at the intermediate and principals’ level.

    Cooperation is carried forward in transparency with EU Member States and NATO Allies through regular reporting to the respective Councils and Committees on the overall implementation by EU and NATO staffs.

    * * *

    With a view to further developing and strengthening cooperation, the continued full engagement and support by NATO Allies and EU Member States remains key.


    Credit Unions Unveil New Investment Platforms & Cores | killexams.com real questions and Pass4sure dumps

    Credit unions and core processing.

    Recent credit union tech announcements include a North Carolina financial institution with an updated investment platform and five organizations from around the country that are implementing a new core.

    The $355 million, 42,000-member, Winston-Salem, N.C.-based Piedmont Advantage Credit Union announced the release of the credit union’s online investment platform called My Portfolio View. This technology, available through the San Diego, Calif.-based CUSO Financial Services, L.P., provides member-clients with greater insights into their investment portfolios, introduces greater reporting features and offers more robust document storage.

    For a more streamlined experience, member-clients can also integrate Piedmont Advantage Access Online Banking for greater convenience and flexibility, giving them the ability to access, view, download and print checking, savings, credit card and loan accounts as well as investment account information at any time.

    “We provide easy-to-use technology that allows people to quickly access and track their financial lives,” Michael Westbrook, CFS financial advisor at Piedmont Advantage, said. “We can also provide the personalized attention they need to ensure their financial well-being in the New Year.”

    The San Diego-based core provider Corelation has been busy signing a number of new credit union clients. Each will be converting to Corelation’s KeyStone platform.

    The list includes Cross Valley Federal Credit Union ($160 million, 20,000 members, Wilkes-Barre, Penn.); Wheelhouse Credit Union ($283 million, 20,000 members, San Diego); Fort Financial Federal Credit Union ($227 million, 28,000 members, Fort Wayne, Ind.); Appalachian Community Federal Credit Union ($234 million, 18,000 members; Gray, Tenn.); Mutual First Federal Credit Union ($95 million, 12,000 members, Omaha, Neb.); and HFS Federal Credit Union ($570 million, 50,000 members, Hilo, Hawaii).

    According to Corelation, the open architecture of the KeyStone platform enables clients to adapt to evolving market trends, especially during the current demands of digital solutions. With KeyStone, credit unions can select their own third-party vendor integrations, thereby creating their own customized banking ecosystems.

    “We are thrilled with the opportunity to partner with our six new clients in helping them reach their strategic goals and we are confident that KeyStone’s intuitive and modern design will empower credit unions to provide enhanced member service,” Corelation director of business development Tim Maron maintained.


    AI and Healthcare: Cure-All, Poison Pill, or Simply Smarter Medicine? | killexams.com real questions and Pass4sure dumps

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    Artificial intelligence (AI) is moving from hypothetical to business critical in healthcare. The global healthcare A I market is expected to reach $6.16 billion by 2022. Experts have estimated that AI applications can potentially create $150 billion in annual savings for the U.S. healthcare economy by 2026, and AI can address an estimated 20 percent of unmet clinical demand. As the statistics pile up, implementing AI may seem like a cure-all to every hospital woe, from data entry to population health to imaging, and it would be easy to get overwhelmed.

    Keeping all of this in mind, let’s take a step back and examine AI for what it is: a powerful technology that can play a role in improving individual and population health when implemented judiciously. In the wrong hands, it’s clear that AI tools could be misused, but with the right strategies and careful use of AI aligned with an organization’s goals, AI can be used to generate insights based on data and analytics that may have been otherwise missed. AI has the potential to improve the quality of care and reduce cost by preventing unnecessary tests and procedures, while accelerating diagnoses and improving access by better utilizing resources. In the current healthcare climate, adding value while improving patient outcomes and access is not only a stated goal but also an imperative for survival of health systems in the emerging value-based integrated care environment.

    Data-Centric Architecture Makes Real World AI Possible

    So how do health systems get started with AI? Many start with small projects, using infrastructure that is on hand, but quickly identify limitations and outgrow this approach.

    We’ve all heard that embracing data-centric architecture will help providers create a platform on which AI will thrive. But what does this mean? Building AI models requires data, a lot of data, on a scale most health systems have not previously explored in analytics environments. In many cases, the data exists in the health system or the community, but needs to be aggregated, cleansed and organized to support AI projects.

    Through real use cases and live demo, Frank Lee, PhD, Global Industry Leader for Healthcare & Life Sciences, will illustrate the architecture and solution for high performance data and AI...

    For timely results, health systems may need to invest in a data hub that can be used to stage data for AI models, as well as GPU-based compute environment that allows researchers to train and optimize AI systems. AI requires a departure from traditional architectures due to its large scale and computational intensity, but also requires agility and scalability as programs and use grow. Forward-looking health systems who recognize the potential of AI will invest in agile, high-performing, and cost-effective AI platforms that allow researchers to thrive. By upgrading an organization’s physical architecture and infrastructure to support AI, teams will be able to better leverage AI and accelerate the pace of innovation. But technology isn’t the only variable needed to succeed in AI.

    Optimize Your Implementation: AI as a Culture Change

    IT leaders know that technology cannot change in isolation; people and organizational processes also need to be brought along to support the change. Putting the appropriate AI infrastructure in place for researchers is a first step to getting started, but clinical staff and teams also need to be trained, so that they understand the models in use and are comfortable with them.

    Most clinicians will initially at least express distrust with the “black box” aspects of an AI implementation. Training should cover how to use the new technology, how it works, when it does and does not replace current processes and procedures, how to discuss AI with patients, and when AI should be trusted and when it should be questioned. In addition, adding AI to treatment decision making makes IT a partner in delivering care, and clinicians will need to work more closely with IT as a result. IT should be prepared for this change to the working relationship.

    Data is also an issue; the sources of the data used in AI, as well as data handling, needs to be transparent so that the clinical community is comfortable trusting the findings from AI. Beyond the technical aspects, healthcare organizations should develop their processes to support the use of AI in a tangible way. From visualization, which presents information to clinicians clearly and succinctly, to integration of AI information with workflows, all the way to automated decisions, which act on ever-evolving algorithms, analytics and AI are key to a practical and effective architecture.

    A large concern from healthcare leaders around establishing an AI architecture is cost—all that data can come at a hefty price for organizations of all sizes, not to mention the costs associated with hiring the proper experts and training team members. However, AI can cut costs by automating tasks that would previously be done by clinicians or staff, freeing up their time for more crucial work. And, despite the associated costs, AI is no longer just a flashy option for healthcare organizations—it can also provide a distinct advantage in both quality of care and business performance, as AI leaders have begun to see evidence of in their organizations.

    Optimize for AI: Making an Impact

    We’ve understood the need for quality data and integrating that data into a secure data-centric architecture to get it ready for AI. Now, it’s time to ensure AI makes a lasting impact, both within your organization and for the patients you serve. This requires a shift in mindset from all employees, and it starts from the top.

    C-suite leaders should work to create a community around AI, sharing inspiration and forming multi-disciplinary teams that elevate the AI narrative and boost economies of scale. This connection with others, from all parts of the organization, is key to reshaping the current landscape in the short-term, and lays the foundation for AI as the new normal. AI is neither the poison pill nor the ultimate cure-all, but powerful medicine in the quest for better care and lower costs.

    Josh Gluck is an adjunct professor of health policy and management at NYU’s Wagner School of Public Service and the Vice President of Healthcare Technology Strategy at Pure Storage. Gluck has over 20 years of experience directing information technology initiatives, managing complex IT projects, leading technical and professional teams, and providing critical business strategy support. His previous roles include Deputy CIO for Weill Cornell Medicine and Director of Information Technology at New York Presbyterian Hospital.



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