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M2110-233 - IBM Social Business Solution Sales Mastery Test v1 - BrainDump Information

Vendor Name : IBM
Exam Code : M2110-233
Exam Name : IBM Social Business Solution Sales Mastery Test v1
Questions and Answers : 61 Q & A
Updated On : February 15, 2019
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M2110-233 exam Dumps Source : IBM Social Business Solution Sales Mastery Test v1

Test Code : M2110-233
Test Name : IBM Social Business Solution Sales Mastery Test v1
Vendor Name : IBM
Q&A : 61 Real Questions

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IBM IBM Social Business Solution

Aparavi energetic Archive certified interoperable with IBM Cloud; joins IBM accomplice software as registered business companion | killexams.com Real Questions and Pass4sure dumps

Posted on June 15th, 2018 by Anna Ribeiro

Aparavi, a Silicon seaside startup in SaaS-based solutions, introduced on Thursday that the IBM Cloud has handed a stringent set of examine cases vital to meet the necessities for interoperability certification with its energetic Archive Platform to empower clients with satisfactory grain handle and the capacity to dynamically find, index, classify and prune unstructured records while ensuring long run retention.

certified as part of the Aparavi licensed Cloud destinations software, the IBM Cloud changed into validated to stick to Aparavi-supported object storage APIs, in addition to having the framework to shop objects on-premises, in the cloud, or via appearing as a gateway to different storage devices. because of the certification technique, the IBM Cloud has finished “Aparavi certified” popularity.

whether looking for standalone or secondary storage for a server, an out-of-the-box storage solution or the add-ons to create their personal storage solution, IBM has the cloud storage resources organizations need.  When used at the side of the Aparavi’s standard and productive SaaS-based mostly active Archive, businesses benefit the control they should intelligently control their statistics whereas cutting back secondary storage growth by using up to seventy five percent.

apart from certifying the IBM Cloud as appropriate with the Aparavi energetic Archive, Aparavi additionally joined the IBM PartnerWorld program as a Registered business associate.  IBM’s enterprise companions come from organizations small and large; from folks that sell IBM to those who use it; from usual resellers to new, born-in-the-cloud businesses; from solutions architects to deployment consultants.  

Being part of the IBM PartnerWorld ecosystem gives extra access to IBM shoppers looking for specialised knowledge and options just like the Aparavi active Archive.


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Domino And Notes 10 at last Come To IBM i | killexams.com Real Questions and Pass4sure dumps

February 11, 2019 Alex Woodie

they say first rate things come to those that wait. The IBM i neighborhood has waited over 10 years for a brand new unlock of Domino and Notes, and they were rewarded final week when IBM introduced version 10 is now obtainable on IBM i.

Domino and Notes 10 is the first major unencumber of the server component of the enterprise collaboration platform seeing that Domino eight.5 become launched method back in 2008 (version 9 changed into a minor free up). The future of the platform become up in the air for ages, and many people who've dedicated a piece of their careers to working on it were in doubt no matter if IBM would continue to strengthen it.

At one factor within the early 2000s, the iSeries changed into the 2nd biggest server platform for Domino (the server component of what was the Notes-Domino platform, and which now IBM is looking the Domino and Notes Platform), trailing most effective windows NT. numerous IBM i retail outlets ran their electronic mail servers on the Notes and Domino application, notably after IBM nixed OfficeVision/four hundred. the first dedicated AS/four hundred computing device, you'll remember, changed into the yellow-striped “Bumblebee” providing, which changed into a success sufficient for IBM to present extra dedicated servers.

As Domino and Notes gained new performance – together with social media, cellular interfaces, and speedy utility building capabilities – many IBM i stores stayed with it, in spite of the fact that they didn’t utilize the brand new services. whereas the numbers are certainly down from their early 2000s height, anecdotal proof says there’s nonetheless a considerable put in base of Domino on IBM i users.

Domino’s path to redemption started within the fall of 2017, when IBM enlisted the assist of HCL applied sciences to co-increase Domino, Notes, and linked products, similar to Sametime, traveller, and Verse. The agencies hosted the Domino2025 Jam adventure to generate pastime amongst loyal valued clientele and solicit clean ideas for brand new aspects in a coming near near edition 10 liberate.

That edition 10 unencumber shipped for windows, Linux, and other mainstream OSes in 2018, bringing a host of new aspects, corresponding to guide for Node.js for growing new Domino/Notes apps, eliminating the need to learn Xpages, and new self-curative capabilities for clustered deployments, amongst different aspects.

while the more suitable Domino community became popping champagne to have a good time the birth of Domino and Notes 10, the IBM i crowd changed into left hanging for a little bit. The way forward for Domino and Notes on IBM i – which historically has constituted a big percent of the Domino and Notes installed base – nevertheless changed into no longer cemented in place with a beginning date.

The suspense was popped last week when IBM introduced that Domino 10.0.1 and traveler 10.0.1.1 on IBM i edition 7.2 and 7.3 grew to become purchasable on February 5. The news became welcomed by Kim Greene, who has made a career as a Domino on IBM i developer and consultant at Kim Greene Consulting.

“i hope you're as excited as i am to get this exceptional, characteristic rich, self-healing free up accessible on the hardware platform it truly is most synonymous with Domino, the IBM i,” she wrote on her Domino Diva blog last week. “It’s built-in, comfy, scalable, and tremendously obtainable.”

The indisputable fact that IBM i 7.2 became supported along with IBM i 7.3 become a very good piece of news, Greene wrote. “The releases supported are: 7.2, 7.three, and seven.four (when it becomes attainable),” she wrote. “The large relief is that 7.2 is supported, whew!”

there were a few IBM i-specific enhancements delivered with Domino 10.0.1, according to Greene, including a new characteristic to simplify the management of daytime discount rates Time. With this liberate, Domino will default to *TIMEZONE if you configure a brand new server, she says. up to now, it become regular for administrators to misconfigure the device. It’s “long late,” she writes.

one more configuration gotcha that has been smoothed over with the brand new release has to do with changing the JVM configuration. The default JVM is the 32-bit JVM eight, but some Domino on IBM i users may additionally wish to use the 64-bit JVM 8 unencumber instead. because of new variables delivered to the setup, it’s now more straightforward to circulate between 32-bit and sixty four-bit JVMs, in keeping with Greene. Domino 10.0.1 will also now turns MEMCHECK on through default, which will help when admins are debugging classes.

There are also alterations to the default library the place the licensed program executables deploy. “With libraries having a highest length of ten characters, the nomenclature of QDOMINO8xx and QDOMINO9xx now not works with version 10.x,” writes Greene, who’s the predominant at Kim Greene Consulting. “therefore the library constitution adjustments to QDOM100001 for edition 10.0.1.”

Domino 10.0.1 is accessible in English. a group 1 language pack is purchasable that brings guide for

German, Spanish, Italian, French, Brazilian Portuguese, japanese, Korean, simplified chinese language, and traditional chinese. IBM has additionally put collectively a webpage explaining what’s new in Domino 10.0.1 for IBM i.

linked reviews

Domino On IBM i Poised For A Comeback

Domino clients: are you able to Hear Me Now?

Indian enterprise Takes Over Notes/Domino building


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IBM Social Business Solution Sales Mastery Test v1

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Proposal – IBM blockchain to manage marijuana supply chain in British Columbia | killexams.com real questions and Pass4sure dumps

Bob Marley marijuanaProbably not a headline you ever thought you’d read on diginomica, but the times they are a changin’.  The idea is probably not as big a pot-pipe dream as it sounds.

Canada is in the process of legalizing marijuana by July 2018, fulfilling one of the key campaign promises of Prime Minister Justin Trudeau. Ottawa is leaving it up to provincial governments to regulate its legal sale and distribution.

When the government of British Columbia asked for feedback on the best way to manage its legal marijuana market, IBM quickly proffered a regulatory filing, arguing that the province should use the distributed ledger technology called blockchain to manage its legal marijuana market.

In the filing, the Armonk, NY-based software giant said:

IBM suggests Blockchain is an ideal mechanism in which BC can transparently capture the history of cannabis through the entire supply chain, ultimately ensuring consumer safety while exerting regulatory control – from seed to sale.

Blockchain is rapidly becoming a world leading technology enabling the assured exchange of value in both digital and tangible assets, while protecting privacy and eliminating fraud.  Blockchain offers a shared ledger that is updated and validated in real time with each network participant. It enables equal visibility of activities and reveals where an asset is at any point in time, who owns it and what condition it’s in.

As every schoolboy now knows, blockchains were originally conceived as a public, shared ledger that keeps track of payments in the Bitcoin network.

Bitcoin’s volatility has scared off a lot of potential mainstream adoption of blockchain as a payment network.

But companies quickly realized that the core concept of the blockchain could be repurposed for many other chains of custody applications, ranging from diamonds and tomatoes to global supply chains. Or, as in this case, the growth, distribution, sale, regulation, and taxing of your next favorite pastime substance.

Basically, a blockchain is nothing more than a distributed database that’s maintained by a peer-to-peer network of companies involved in almost any shared marketplace. Every company manages and maintains its own copy of the shared ledger.

In the case of British Columbia’s pot initiative, “each party in the business network” (growers, processors, distributors, retail locations, and regulators) would get its own ledger copy showing all transactions. The shared ledger would be accessible for anyone with the right credentials to see, allowing regulators to conduct spot audits of every marijuana transaction in the province.

Retailers could identify which farm a particular batch of marijuana came from and what safety inspections were conducted along the way. Reads the IBM pitch:

The Blockchain shared ledger is updated and validated in real time with each network participant. This enables equal visibility of activities and reveals where an asset/product is at any point in time, who owns it and what condition or state it is in. This type of transparency would bring a new level of visibility and control to the provincial regulators and provide assurance to the multitude of cautious stakeholders regarding the way the management of a cannabis supply chain is rolled out within British Columbia.

IBM’s brief proposal to the government of British Columbia identifies key benefits for each of the parties in a possible blockchain agreement:

BC Government: Blockchain can help the Provincial Government take control of sourcing, selling and pricing of products, therefore can reduce or eliminate black market sales completely.

Producers: Blockchain can assist producers with real-time inventory management, greater projections of supply and demand, and also elicit trends of consumption through data analytics.

Retailers: Although the Government of BC hasn’t confirmed what end-user distribution model will be used, we anticipate that it is likely that government itself will play a role in that process. An interconnected Blockchain network can assist retailers identify supply/demand gaps ways to mitigate those gaps, providing feedback mechanisms to producers, and use data to create predictive insights.

IBM has been promoting blockchain aggressively in recent months.  In March, the company released IBM Blockchain, which it says is the first enterprise-ready blockchain service based on the Linux Foundation’s open source Hyperledger project.

IBM’s blockchain services are designed to help developers create, deploy and manage blockchain networks on the IBM Cloud and a number of clients have already done so, ranging from the startup Everledger, which bills itself as the digital vault of the future, to financial services leaders like Bank of Tokyo-Mitsubishi UFJ, Postal Savings Bank of China and Northern Trust.

A blockchain approach to supply chain management has a number of useful business advantages. Transactions can be asynchronous—individual buyers and sellers can deal directly with each other.

The Hyperledger stack has cryptographic features that can limit one vendor from spying on another vendor’s transactions.  Hyperledger can also be combined with Internet-of-things technology, attaching a tracking device to products in transit and automatically generating data about their progress as they move through the supply chain.

Using its Watson IoT Platform, IBM makes it possible to use information from devices such as RFID-based locations, barcode-scan events, or device-reported data with IBM’s Blockchain. Devices will be able to communicate to blockchain-based ledgers to update or validate smart contracts.

Built to scale to thousands of users quickly, IBM says its cloud will allow production blockchain networks to be deployed in minutes, running signed, certified and tested Docker images with dashboards and analytics as well as support.

A blockchain is only as good as the security of its infrastructure and IBM has spent millions of dollars on teams of security experts, cryptographers, hardware experts, and researchers to make certain its blockchain and cloud services are tamper-resistant and free of back door vulnerabilities that allow unauthorized access.

With so much buzz about blockchain and so many projects underway at the moment, we’re about to find out whether the technology is the real thing or, in the case of BC, one toke over the line. I’m becoming a believer.

This just leaves me with two BIG questions – what would Bob Marley have said? Who gets to test the supply chain in the real world? Somehow I can’t see the Big Blue consultants out in the field, so to speak. 🙂

Image credit - public images


The Rise of the T-Shaped Organization | killexams.com real questions and Pass4sure dumps

Today's column is brought to you by the letter "T," lead letter for the T-shaped professional, a unicorn of sorts in today's labor market, and the T-shaped organization, whose mastery both in managing existing operations and hosting innovation will set the pace for tomorrow's businesses.

The concept of T-shaped skills was first introduced over 20 years ago, but its importance to both individuals and organizations has continued to rise. A growing number of articles have been extolling the value of T-shaped professionals, that is, individuals who combine deep cognitive, analytical, and/or technical skills in a specific discipline, with broad multidisciplinary, social skills.

As described by IDEO CEO Tim Brown:

The vertical stroke of the T is a depth of skill that allows them to contribute to the creative process. That can be from any number of different fields: an industrial designer, an architect, a social scientist, a business specialist or a mechanical engineer. The horizontal stroke of the T is the disposition for collaboration across disciplines.

T-shaped skills are increasingly valued in the marketplace. For example, a recent paper by Harvard University professor David Deming showed that labor markets have been rewarding those individuals with strong social skills, that is, with interpersonal skills that facilitate interactions and communications with others. Prof. Deming’s research showed that since 1980, social-skill intensive occupations have enjoyed most of the employment growth across the whole wage spectrum. Employment and wage growth have been particularly strong in jobs requiring both high cognitive and high social skills. But since 2000, they have fallen in occupations with high cognitive but low social skill requirements, - “suggesting that cognitive skills are increasingly a necessary but not sufficient condition for obtaining a high-paying job.”

Another recent paper, by Ernest Wilson, dean of the Annenberg School of Communications and Journalism  at the University of Southern California, described a recent study to better understand the key competencies companies are looking for. The study asked business leaders around the world what attributes executives must have to succeed in today’s digital economy. Its found that the traditional hard skills typically provided by engineering and business schools must be complemented with a set of so-called soft skills or attributes. Five such attributes were identified in the study: adaptability, cultural competence, 360-degree thinking, intellectual curiosity, and empathy.

Why are these soft attributes so valued in today’s business environment? What’s wrong with I-shaped people with strong individual skills?  Mr. Brown offers a very good answer to these questions:

Most companies have lots of people with different skills. The problem is, when you bring people together to work on the same problem, if all they have are those individual skills - if they are I-shaped - it’s very hard for them to collaborate. What tends to happen is that each individual discipline represents its own point of view. It basically becomes a negotiation at the table as to whose point of view wins, and that’s when you get gray compromises where the best you can achieve is the lowest common denominator between all points of view. The results are never spectacular but at best average.

What if someone has strong soft attributes but lacks deep skills?  “Somebody who’s just got the cross of the T- it’s an empty experience,” adds Mr. Brown.  “In our environment, we’re only effective if we get things done. We have to design things. Much of that is based on people using their individual skills to get things done, whether it is prototyping or engineering something.”

The growing demand for T-shaped skills points to the rise of the T-shaped organization. There are multiple ways of defining the attributes of such an organization, but one that I think is particularly applicable to our times is that a T-shaped organization is both good at the management of its existing operations, as well as being good at the strategy and innovation needed for a healthy future.  It’s not so easy to be good at both operations and strategy because they require fairly different talents and cultures.

Operational excellence entails improving the existing products and services of the company with incremental innovations that will add new features, lower costs and improve quality. It requires detailed analysis of technologies, quality, processes, competitors, customer satisfaction and market segments. It means nurturing employees, business partners and customers, as well as meeting the financial expectations of investors.

But preparing for the future, especially with strategies based on new, disruptive innovations, requires a very different management style.  It cannot be based on rigorous information analysis, because with new strategies, there is little information to analyze in their early stages. There are lots of unknowns because, early on, it’s not clear how the market for a new technology, product or service will develop. It requires establishing an early market presence and well-planned experimentation; close external collaborations with research communities, business partners and early adopters; and continuous refinement until it becomes clear what the company's strategy should be.

A lot of companies have trouble dealing with the delicate balance required of T-shaped organizations. The operational demands are so intense, especially in our fast-moving, highly competitive and demanding times, that just about all the efforts and funds of the company are spent managing its core business. Consequently, the management team is just flat out of time and energy to be able to nurture a new business opportunity with small near-term revenues and a promising but unpredictable future.

The disciplined, analytical approaches generally taught in engineering and business schools work well when dealing with well defined products to be developed or concrete problems to be solved.  But, they’re less effective when dealing with highly complex, fast-changing problems, where it’s often not clear what’s going on in the present, let alone how things will evolve into the future. We need different principles and processes to address this class of problems. This is where we need a more holistic, collaborative approach to pull together everything that’s known about the problem, and a more team-based approach to help come up with a creative, pragmatic solution.

The rise of the T-shaped organization is not surprising. Companies need to break out of their organizational siloes to better adapt and respond to our fast-changing competitive environment. Collaboration - both within their own boundaries and beyond, - is indispensable for innovation. Incremental changes are no longer sufficient in a world that’s substantially more complex, volatile and uncertain. We need to find creative approaches to existing problems as well as identify important new problems to solve.  In the end, this is what a T-shaped organization is all about.

Irving Wladawsky-Berger worked at IBM for 37 years and has been a strategic advisor to Citigroup and to HBO. He is affiliated with MIT, NYU and Imperial College, and is a regular contributor to CIO Journal.


Agnico Eagle to Begin Winter Drilling at Amex's Perron Property | killexams.com real questions and Pass4sure dumps

MONTREAL, CANADA--(Marketwired - Jan 26, 2016) - Amex Exploration Inc. (TSX VENTURE:AMX) is pleased to announce that Agnico Eagle Mines Ltd (AEM)(AEM.TO) "Agnico Eagle" has initiated a new phase of exploration works on Amex 100% owned Perron Property following the recently announced amended option agreement (see PR2015-12-22). This phase of work consists of 9 proposed drill holes totalling about 4700 meters of drilling with combined down hole pulseEM geophysical surveys on two defined target areas.

The first and main target area is located in the vicinity of the new mineralisation intersected in Agnico Eagle's two previous phases of drilling on the Normetal Mine Horizon (NMH) (see PR-2015-12-16 ; see table 1). Eight drill holes are planned to test the extension of the stratabound mineralized horizon laterally and at variable depth covering an area of about 6 km of strike length along the NMH. This stratabound mineralized horizon has now being followed from surface down to a minimum vertical depth of about 750 meters and a strike length of about 200 meters and is still open in all directions. The mineralized horizon thickness increases with depth, from about 2 meters near the surface reaching up to 10 meters at the deepest hole (hole 163-15-23).

Table 1: Drilling Results from the 2015 Drilling Campaign on the NMH

Hole From to Length (m) Au (g/t) Ag (g/t) Cu (ppm) Zn (ppm) 163-15-015 128,4 129,9 1,5 0,13 6,83 21467 1041 163-15-022 581,0 589,5 8,5 0,04 2,97 137 4132 163-15-022 582,5 583,1 0,6 0,38 20,90 370 14200 163-15-023 807,3 819,4 12,1 0,06 1,50 360 3748 163-15-023 incl 816,0 818,1 2,1 0,22 6,28 1678 16161 Table 1: Geochemical analysis was executed by ALS Chemex Laboratories in Val D'Or under Agnico Eagle Mines QA/QC program and supervision.

Polymetallic intervals in holes 015, 022 and 023 show a continuous panel, concordant to the stratigraphy, that makes the zone very predictable. In these holes, the mineralization lies within the same intermediate lapilli-tuff unit (with the garnet porphyroblasts and the pervasive chlorite alteration) that is similar to the old Normetal Mine (11 MT @ 2,15% Cu, 5,12% Zn, 0,55 g/t Au and 45,25 g/t Ag) located at about 5 km to the east, that was the richest polymetallic mine of the Quebec Abitibi area.

The second target area is located at about 700 meters to the south of the first target area in a different stratigraphic sequence where a single drill hole is planned to test the Perron gold rich polymetallic mineralization located near the favourable rhyolite-andesite (V1-V2) contact. This drill hole will test at depth the mineralized intersect of hole 165-15-21 that returned 9.45 g/t Au, 2,60 g/t Ag, 300 ppm Cu and 1100 ppm Zn over 0.8 meters within a broader silicified and sericitized altered zone that returned 1,70 g/t Au, 0,58 g/t Ag, 87 ppm Cu and 557 ppm Zn over 5,5m.

The drilling program is scheduled to start early in February 2016, after having received all required permits, and should be completed by the end of April 2016. Two drill rigs will be mobilized in the next coming days.

Amex Exploration Inc. is a junior mining exploration company listed on the TSX Venture Exchange whose primary objective is to develop and bring into production viable gold and base metal deposits.

Jacques Marchand, P.Eng., who is a Qualified Persons as defined by Canadian NI 43-101, have approved the technical information reported in this news release.

Forward-looking statements:

Except for statements of historical facts, all statements in this news release regarding, without limitation, new project acquisitions, future plans and objectives are forward-looking statements which involve risks and uncertainties. There can be no assurance that such statements will prove to be accurate; Actual results and future events could differ materially from those anticipated in such statements.

Neither TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.



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