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P8010-003 - IBM Commerce Solutions Selling Technical Mastery Test v1 - BrainDump Information

Vendor Name : IBM
Exam Code : P8010-003
Exam Name : IBM Commerce Solutions Selling Technical Mastery Test v1
Questions and Answers : 25 Q & A
Updated On : February 15, 2019
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P8010-003 exam Dumps Source : IBM Commerce Solutions Selling Technical Mastery Test v1

Test Code : P8010-003
Test Name : IBM Commerce Solutions Selling Technical Mastery Test v1
Vendor Name : IBM
Q&A : 25 Real Questions

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IBM IBM Commerce Solutions Selling

suitable cloud suppliers 2019: AWS, Microsoft Azure, Google Cloud; IBM makes hybrid flow; Salesforce dominates SaaS | killexams.com Real Questions and Pass4sure dumps

particular function

The artwork Of The Hybrid Cloud

Cloud computing is insatiably gobbling up greater of the backend capabilities that power organizations. but, some groups have apps with privacy, safety, and regulatory calls for that preclude the cloud. here's a way to locate the correct mix of public cloud and personal cloud.

read greater

The proper cloud suppliers for 2019 have maintained their positions, however the topics, ideas, and strategies to the market are all in flux. The infrastructure-as-a-carrier wars have been largely decided, with the spoils going to Amazon net capabilities, Microsoft Azure, and Google Cloud Platform, however new applied sciences equivalent to synthetic intelligence and computing device learning have opened the container as much as other players.

in the meantime, the cloud computing market in 2019 can have a decidedly multi-cloud spin, as the hybrid shift with the aid of avid gamers equivalent to IBM, which is buying pink Hat, might exchange the panorama. This yr's version of the true cloud computing providers additionally elements application-as-a-service giants if you want to increasingly run more of your business's operations by way of growth.

One thing to be aware concerning the cloud in 2019 is that the market is rarely zero sum. Cloud computing is using IT spending usual. as an instance, Gartner predicts that 2019 international IT spending will raise three.2 p.c to $3.76 trillion with as-a-provider fashions fueling everything from information core spending to business utility.

truly, or not it's reasonably viable that a huge enterprise will devour cloud computing functions from each supplier during this guide. The actual cloud innovation may well be from purchasers that mix and match here public cloud providers in entertaining methods.

Key 2019 issues to observe among the many appropriate cloud suppliers include:

  • Pricing vigor. Google recently raised fees of G Suite and the cloud area is a expertise the place add-ons exist for many new applied sciences. while compute and storage functions are often a race to the backside, equipment for computing device learning, artificial intelligence and serverless functions can add up. there's a pretty good intent that cost management is such a big theme for cloud computing valued clientele--or not it's arguably the greatest problem. look for can charge management and considerations about lock-in to be big issues.
  • Multi-cloud. A fresh survey from Kentik highlights how public cloud purchasers are more and more the usage of a couple of dealer. AWS and Microsoft Azure are most often paired up. Google Cloud Platform is additionally within the combine. And naturally these public cloud carrier suppliers are often tied into present information core and personal cloud belongings. Add it up and there is a in shape hybrid and personal cloud race underway and that's the reason reordered the pecking order. The multi-cloud method is being enabled by digital machines and containers.
  • synthetic intelligence, information superhighway of issues and analytics are the upsell applied sciences for cloud vendors. Microsoft Azure, Amazon net features and Google Cloud Platform all have an identical ideas to land customers with compute, cloud storage, serverless functions and then upsell you to the AI that'll differentiate them. groups like IBM need to manage AI and cloud capabilities throughout varied clouds.
  • The cloud computing landscape is maturing all of a sudden yet economic transparency backslides. it's telling when Gartner's Magic Quadrant for cloud infrastructure goes to 6 avid gamers from greater than a dozen. moreover, transparency has become worse amongst cloud computing suppliers. as an instance, Oracle used to escape infrastructure-, platform- and application-as-a-carrier in its economic reports. these days, Oracle's cloud company is lumped together. Microsoft has a "business cloud" that is awfully a success, but additionally tough to parse. IBM has cloud salary and "as-a-carrier" revenue. Google would not get away cloud salary at all. aside from AWS, parsing cloud revenue has become extra problematic.
  • To that end, we're taking a unique strategy to our cloud buying ebook and breaking the players into the big four infrastructure suppliers, the hybrid avid gamers, and the SaaS crowd. This categorization has pushed IBM from being a huge infrastructure-as-a-provider participant to a tweener that spans infrastructure, platform, and software. IBM is greater inner most cloud and hybrid with hooks into IBM Cloud in addition to different cloud environments. Oracle Cloud is essentially a software- and database-as-a-provider provider. Salesforce has become about approach greater than CRM.

    have to read
  • 2018 Annual salary: $25.sixty five billion
  • Annual profits run rate in line with latest quarter: $29.72 billion
  • AWS sees 2019 as an investment 12 months, because it ramps its technology buildout in addition to add earnings personnel. Amazon did not quantify the bigger funding, however noted it might update right through the yr.

    On a conference name with analysts, CFO Brian Olsavsky pointed out 2018 turned into a lighter than expected year for capital bills. "AWS maintained a really robust increase expense and continued to convey for valued clientele," he spoke of. "2018 turned into about banking the efficiencies of investments in americans, warehouses, infrastructure that we had put in location in 2016 and '17."

    The cloud issuer is the leader in infrastructure-as-a-service and moving up the stack to every little thing from the cyber web of things to synthetic intelligence, augmented fact, and analytics. AWS is excess of an IaaS platform these days.  AWS grew forty five percent within the fourth quarter -- a clip that has been solid for the last 12 months.

    When it involves developers and ecosystem, AWS is challenging to good. The enterprise has a wide range of partners (VMware, C3, and SAP) and developers transforming into the ecosystem. AWS is customarily the primary beachhead for commercial enterprise players earlier than they expand to a multi-cloud strategy.

    The big question is how a long way AWS can extend its attain. AWS may also be a probability to Oracle on databases as well as a bevy of other businesses. by way of its VMware partnership, AWS additionally has a powerful hybrid cloud method and might meet enterprise wants assorted methods.

    AWS' strategy become evident at its re:Invent conference. The demonstrate featured a barrage of functions, new products, and developer chocolates that changed into tough to song. synthetic intelligence is a key area of increase and a core sales pitch for AWS as it turns into a machine researching platform. in accordance with 2nd Watch, AWS customers are going for these excessive-boom areas and seeing the cloud issuer as a key cog for their desktop discovering and digital transformation efforts.

    should read

    2nd Watch found that AWS' 2018 fastest growing to be functions have been right here:

  • Amazon Athena, with a 68-p.c compound annual increase fee (measured by means of greenbacks spent with 2nd Watch) versus a yr ago)
  • Amazon Elastic Container provider for Kubernetes at 53 percent
  • Amazon MQ at 37 p.c
  • AWS OpsWorks at 23 p.c
  • Amazon EC2 Container carrier at 21 %
  • Amazon SageMaker at 21 p.c
  • AWS certificates manager at 20 p.c
  • AWS Glue at 16 %
  • Amazon GuardDuty at 16 %
  • Amazon Macie at 15 %
  • in accordance with 2nd Watch usage, probably the most frequent AWS services are:

  • Amazon virtual inner most Cloud
  • AWS information switch
  • Amazon basic Storage carrier
  • Amazon DynamoDB
  • Amazon Elastic Compute Cloud
  • AWS Key administration provider
  • AmazonCloudWatch
  • Amazon elementary Notification carrier
  • Amazon Relational Database provider
  • Amazon Route fifty three
  • Amazon simple Queue provider
  • AWS CloudTrail
  • Amazon essential e mail carrier
  • also: What serverless architecture in reality capability, and the place servers enter the photograph

    Analytics and forecasting may well be one area worth watching for AWS. As AWS rolls out its forecasting and analytics functions, or not it's clear that the business can develop into more intertwined with true business functions. 

    aws-forecast-integration.png (picture: ZDNet)

    AWS' reach continues to expand in multiple instructions, but perhaps the one to monitor essentially the most is the database market. AWS is capturing greater database workloads and has emphasised its customer wins. A move to launch a totally managed document database takes direct purpose at MongoDB. may still AWS catch greater commercial enterprise facts, it might be entrenched for many years to return because it continues to evolve capabilities and promote them to you. 

  • business cloud annual income run rate as of latest quarter: $36 billion
  • Estimated Azure annual revenue run price: $eleven billion
  • Microsoft Azure is the strong No. 2 to AWS, but it's problematic to without delay compare both companies. Microsoft's cloud enterprise -- dubbed industrial cloud -- includes every little thing from Azure to workplace 365 business subscriptions to Dynamics 365 to LinkedIn services. however, Microsoft's strong business heritage, utility stack, and facts core tools like home windows Server provide it a familiarity and hybrid strategy that wears well.

    msft-q2-2019-commercial-cloud.png

    msft-q2-2019-commercial-cloud.png

    (image: Microsoft)

    For differentiation, Microsoft has focused closely on AI, analytics, and the web of issues. Microsoft's AzureStack has been one other cloud-meets-statistics center effort that has been a differentiator.

    need to study

    CEO Satya Nadella, on Microsoft's second quarter profits conference name, observed the enterprise's cloud unit is honing in on verticals equivalent to healthcare, retail, and economic functions. This method comes correct out of the enterprise application promoting playbook. 

    Nadella observed:

    From a mixture of services, it begins all the time with, i might say, infrastructure. So here is the edge and the cloud, the infrastructure being used as compute. really, you could say the measure of a corporation going digital is the quantity of compute they use. So it's the base. Then on right of that, of path, all this compute capability it's being used with facts. So the records property, one of the most largest issues that happens, is people consolidate the records that they have got and in an effort to rationale over it.  and that's where things like AI capabilities all get used. So we in reality see that direction where they're adopting the layers of Azure.

    without difficulty put, Microsoft is promoting a wide range of cloud items, however it's complicated to escape software-as-a-service versus Azure, which might extra directly compete with AWS.

    Macquarie estimates that Azure income in Microsoft's fiscal second quarter became $2.75 billion for an annualized run fee of about $eleven billion. Sarah Hindlian, an analyst at Macquarie, said in a analysis note:

    Microsoft has been able to differentiate Azure in a few important ways, such as the company being each enterprise pleasant and aggressive in layering in exciting and incremental features reminiscent of artificial Intelligence, Azure Stack, Azure Sphere, and a extensive center of attention on area computing and more advanced and sophisticated workloads.

    certainly, Microsoft's means to target industries has also been a win. particularly, Microsoft has received over significant marketers that do not wish to associate with AWS for the reason that they compete with Amazon. Microsoft additionally all started highlighting more consumer wins together with hole in addition to Fruit of the Loom.

    That take become additionally echoed in different places. Daniel Ives, an analyst at Wedbush, spoke of AWS is still the big dog, but Microsoft has some pleasing advantages within the container -- peculiarly a strong firm and floor video game. Ives wrote:

    while Jeff Bezos and AWS proceed to obviously be an immense force within the rising cloud shift over the coming years, we believe Microsoft with its army of companions and committed income force have a massive window of chance in 2019 to convert agencies to the Azure/cloud platform in keeping with our fresh in-depth discussions with partners and shoppers.

    with ease put, Microsoft can couple Azure with its different cloud functions equivalent to office 365 and Dynamics 365. With Azure, Microsoft has a neatly-rounded stack, starting from infrastructure to platform to purposes to run a company.

    should read
  • Annual salary run expense: $4 billion+
  • Google Cloud Platform has been winning higher deals, has a new leader with Oracle veteran Thomas Kurian and is viewed as an effective counterweight to AWS and Microsoft Azure. despite the fact, Google is never divulging annual income run fee or providing a good deal counsel on its cloud financials.

    On Google's fourth quarter income conference call, CEO Sundar Pichai mentioned numerous statistics points for Google Cloud Platform (GCP). despite the fact, analysts were pissed off via the inability of salary disclosed. To kick off 2018, Pichai noted Google's cloud salary became $1 billion 1 / 4 evenly break up between G Suite and GCP.

    In 2019, Pichai held again on his run expense chatter, so it be uncertain even if GCP is gaining on AWS or Azure or simply growing because the general cloud pie is growing to be. exceptionally, Pichai outlined right here:

  • The variety of Google Cloud Platform (GCP) deals worth more than $1 million doubled.
  • The variety of multiyear contracts doubled. "We're getting colossal wins, and that i look forward to executing here," spoke of Pichai.
  • G Suite has 5 million paying customers.
  • there's an uptick within the number of offers value greater than $one hundred million.
  • CFO Ruth Porat mentioned:

    GCP does stay one of the quickest-becoming organizations throughout Alphabet. As Sundar said, we've got doubled the variety of GCP contracts better than $1 million. We're also seeing early great uptick in the number of deals which are improved than $one hundred million, and in reality blissful with the success and penetration there. At this point, no longer updating further.

    Add it up, and GCP seems to be a high-quality No. three to AWS and Azure, but how far away it falls in the back of those two remains to be viewed. Wall road firm Jefferies is predicting that GCP will gain share over time.

    cloud-estimated-market-share-0818.png

    cloud-estimated-market-share-0818.png

    (photograph: Jefferies)

    One circulation that could increase Google's cloud income is a circulation to raise G Suite fees for some clients. G Suite, which competes without delay with Microsoft's workplace 365, is elevating its expenditures for the primary time. G Suite primary will carry expenditures from $5 per person per 30 days to $6. G Suite enterprise will go from $10 per user per month to $12. based on Google, G Suite enterprise, which runs $25 per person a month, is rarely impacted via the price raise.

    Competitively, the pricing strikes are in accordance with workplace 365.

  • Annual revenue run rate: $3.85 billion
  • Alibaba is the main cloud issuer in China and an choice for multi-country wide businesses building infrastructure there.

    In its December quarter, Alibaba delivered cloud earnings increase of eighty four % to $962 million. The company has rapidly introduced consumers and is currently in the cloud buildout section. To wit:

    Add it up, and Alibaba has a strong domestic-box expertise in China, but it also has international ambitions. Alibaba launched 678 items in the December quarter. Relationships with the likes of SAP are likely to put it on the radar for extra organisations with operations in China.

    whereas the massive cloud providers add extra to their stacks with AI because the differentiator, there's a market being carved out to manage dissimilar cloud suppliers. This crowd of cloud players used to focal point on hybrid structure to bridge information facilities with public carrier providers, however now goal to be the infrastructure management airplane.

    also: What Kubernetes in reality is, and the way orchestration redefines the statistics middle

    research by using Kentik highlighted how the most typical cloud aggregate become AWS and Azure, but there are shoppers working in Google Cloud Platform, too. in line with the Kentik survey, ninety seven p.c of respondents stated their groups use AWS, however 35 % also talked about they actively use Azure too. Twenty-four percent use AWS and Google Cloud Platform collectively.

    kentik-report-2019.png

    kentik-report-2019.png

    (graphic: Kentik)

    additionally: What a hybrid cloud is within the 'multi-cloud era,' and why you may additionally have already got one 

  • Annualized as-a-provider run cost: $12.2 billion
  • IBM's cloud strategy and its approach to AI have a whole lot in average. large Blue's plan is to enable purchasers to control distinct programs, features and providers and turn into the management console. IBM wants to be a part of your cloud environment in addition to aid you run it. In 2018, IBM launched OpenScale for AI, which is designed to manipulate diverse AI tools likely offered by means of the predominant cloud suppliers. IBM also launched multi-cloud tools. consider of IBM because the Switzerland of cloud adoption and computing functions options.

    The stream by way of organizations to make use of multiple public cloud suppliers is enjoyable and provides the purpose for IBM's acquisition of red Hat for $34 billion. IBM has its own public cloud and may convey every thing from platform-as-a-service to analytics to Watson and even quantum computing via it, however the massive guess is that big Blue with pink Hat could make it a number one cloud management player. For its half, IBM is taking its core highbrow property -- Watson, AI administration, cloud integration -- and providing it via varied clouds.

    The pink Hat acquisition is a gamble the farm flow via IBM. It is still to be seen how the IBM and purple Hat cultures come collectively. On the brilliant side, both corporations had been hybrid cloud companions for years.

    must examine

    indeed, IBM CFO James Kavanaugh on the business's fourth quarter profits conference name reiterated the purple Hat reasoning and noted massive Blue is seeing extra offers for IBM Cloud private and its method to "hybrid open" cloud environments. Kavanaugh delivered:

    Let me pause right here to remind you of the price we see from the aggregate of IBM and red Hat, which is all about accelerating hybrid cloud adoption. The customer response to the announcement has been overwhelmingly high-quality. They take into account the vigor of this acquisition and the combination of IBM and pink Hat capabilities in assisting them flow past their preliminary cloud work to in reality moving their business purposes to the cloud. they are concerned in regards to the secure portability of statistics and workloads across cloud environments, about consistency in management and protection protocols across clouds and in averting supplier lock-in. They consider how the combination of IBM and pink Hat will help them address these concerns.

    additionally: The AI, laptop discovering, and records science conundrum: Who will control the algorithms? 

    IBM's as-a-service revenue run rate exiting the fourth quarter was $12.2 billion to make it a robust cloud provider, however not comparable to the likes of AWS and Azure these days. it's reasonably feasible that the recommendations of the entire huge cloud suppliers in the end converge.

    the new hybrid and multi-cloud panorama may well be one of the most greater essential things to observe in the cloud wars for 2019. 

    listed below are some key avid gamers to trust:

    VMware: It is part of the Dell applied sciences portfolio, and it has had natural statistics facilities in the fold for years. The business emerged as a virtualization supplier and then adopted every little thing from containers to OpenStack to whatever thing else emerged. most likely, the most excellent circulate for VMware became its tight partnership with AWS. This hybrid cloud partnership is a win-win for both parties and each organizations have endured to build on their initial efforts. The partnership is so pleasing that VMware is assisting to convey AWS on premises. To wit:

    Of path, VMware additionally has its vRealize Suite, vCloud Air, VMware HCX, Cloud management Platform, vSphere, and networking items.

    Dell applied sciences and HPE: each of those providers have multiple products to function information facilities and are plugging into cloud providers. 

    HPE's plan boils all the way down to multi-cloud, hybrid infrastructure that extends to the edge.

    hpe-growth-plan-fy-19.png

    hpe-growth-plan-fy-19.png

    (photo: HPE)

    and then, there is Cisco, which by the use of acquisitions has constructed out a massive application portfolio. Cisco outlined a knowledge middle anyplace vision that revolves around plugging its utility centric infrastructure (ACI) into distinct clouds. No matter the way you slice the hybrid cloud online game, the conclusion state is a similar: varied suppliers and personal infrastructure seamlessly linked. Cisco also has partnerships with Google Cloud. Kubernetes, Istio, and Apigee serve because the glue within the Cisco-Google effort.

    while the hybrid cloud market changed into extensively panned as legacy companies cooking up new the way to sell hardware, the new multicloud world has greater acceptance even among the former upstarts who wanted to turn the likes of IBM, VMware, Dell, and HPE into dinosaurs.

    The SaaS market also highlights how vendors and their changing techniques and acquisition plans make cloud classification more difficult. within the 2018 version of our cloud rankings, Oracle was lumped into the AWS, Azure, and GCP crowd largely since it become attempting to play within the IaaS market.

    whereas CTO Larry Ellison still looks to be enthusiastic about AWS, Oracle is just about a software- and database-as-a-provider company. possibly Oracle's efforts to automate the cloud and cook up next-gen infrastructure repay, but for now, the business is in fact about application. Salesforce by the use of the acquisition of MuleSoft has also changed its stripes a bit and brought an integration spin to the cloud approach (and even a bit of of typical application licensing). SAP has grown into a sizable cloud participant and Workday has opened its ecosystem.

    masking every SaaS player is beyond the scope of this overview, but there are a group of providers that could be referred to as SaaS+. These cloud provider providers prolong into platforms and all of those carriers have varied SaaS products that can run your business.

  • Annual cloud services and license guide profits run cost: $26.four billion
  • ERP and HCM annualized earnings: $2.6 billion
  • In Gartner's 2018 Magic Quadrant for IaaS, the research enterprise narrowed the box to just cloud organizations. Oracle made the cut. It wouldn't be impressive if Oracle was reclassified in 2019 out of the infrastructure race.

    Let's get real: Oracle is a SaaS company and there is no shame in that. really, Oracle is damn first rate on the SaaS video game and has everything coated from small- and mid-sized enterprises by means of NetSuite to tremendous agencies migrating on-premise application to the cloud.

    but the true differentiation with Oracle is its database. The enterprise has a large put in base, an self reliant database that goals to dispose of grunt work and the abilities to place its expertise on more clouds past its own. Oracle is pitching itself as a Cloud 2.0 player.

    For now, Oracle is a little bit obsessive about AWS. accept as true with:

    Andy Mendelsohn, govt vice president of database server technologies at Oracle, observed or not it's very early within the cloud migration of databases. "in the SaaS world it's a mature market the place enterprise consumers have approved they could run HR and ERP within the cloud," he referred to. "Database in the cloud has very little adoption."

    Mendelsohn pointed out what Oracle sees extra of is consumers the usage of features like Cloud at client and a non-public cloud approach to relocating databases. Initiatives like Oracle's self sustaining database could be greater about a non-public cloud approach, he talked about.

    among smaller businesses, databases are more familiar within the cloud as a result of there may be less investment needed.

    "The big battleground will revolve across the data. it be the core asset at every business accessible," he observed.

    Cloud at customer is a part of how Oracle sees its multi-cloud method. Analysts have raised concerns that Oracle should still run its utility and databases on greater clouds.

    Following Oracle's 2d quarter profits in December, Stifel analyst John DiFucci stated:

    whereas we continue to consider Oracle is smartly-placed in the SaaS market, we continue to be more cautious around PaaS/IaaS, each when it comes to correct-line income and linked cap-ex implications.

    whereas there is little doubt in our intellect that Oracle's installed base is extremely relaxed, we accept as true with that a large portion of internet new database workloads are going to non-Oracle platforms (hyperscale options, NoSQL, open supply, and many others).

    We remain cautious on Oracle's IaaS efforts and aid the suggestion of Oracle expanding help for different clouds.

    Mendelson talked about that Oracle has worked with multiple supplier thoughts all through its heritage, so it's not a whole lot of a stretch to look multi-cloud emerge over time.

  • Annual cloud earnings run expense:$14 billion
  • revenue Cloud annual salary run fee: $4 billion
  • provider Cloud annual revenue run fee: $three.6 billion
  • Saleforce Platform & different annual income run cost: $2.8 billion
  • advertising and Commerce Cloud annual profits run price: $2 billion
  • Salesforce all started as a CRM business 20 years ago and has elevated into every thing from integration to analytics to advertising and marketing to commerce. Woven right through the Salesforce clouds are add-ons akin to Einstein, an AI gadget.

    effectively put, Salesforce desires to be a digital transportation platform it really is focused on fiscal 2022 purpose of income between $21 billion to $21 billion.

    Most cloud vendors -- public, deepest, hybrid or in any other case -- will tell you the online game is shooting statistics below management. Salesforce additionally sees the promise of being the facts platform of listing.

    salesforce-portfolio.png

    salesforce-portfolio.png

    (graphic: Salesforce)

    Enter Salesforce's customer 360. The master plan is to make use of consumer 360 to allow Salesforce consumers to connect all their information into one view. The concept isn't precisely original, however Salesforce's argument is that it could possibly execute more desirable and put the consumer at the middle of the statistics universe.

    Add it up, and Salesforce is becoming a platform bet for its shoppers. Salesforce co-CEO Keith Block stated the enterprise is landing greater deals price $20 million or greater and recently renewed a 9-determine win with a monetary capabilities business. Marc Benioff, co-CEO and chairman, said that Einstein AI is being delivered into all of the company's clouds.

    have to study

    Salesforce has also partnered smartly with the likes of Apple, IBM, Microsoft (in some areas), AWS, and Google Cloud.

    The go-to-market approach for Salesforce revolves around selling varied clouds and constructing trade certain functions such because the enterprise's economic capabilities Cloud.

    Block mentioned:

    I've traveled all over the world assembly with more than 100 CEOs and world leaders. The dialog is consistent in every single place i am going. it be about digital transformation. or not it's about leveraging our expertise. or not it's about our subculture, and it be about our values. This C-stage engagement is translating into extra strategic relationships than ever.

    For 2019, there's little on the radar -- short of a broad economic downturn -- that could derail Salesforce's momentum. sure, Oracle and SAP continue to be fierce competitors with the latter actively pitching its subsequent-gen CRM device, however Salesforce is considered as a digital transformation engine. Microsoft is one more competitor worth gazing, because it additionally wants to present a single view of the client. Dynamics 365 is becoming more aggressive with Salesforce. With its advertising Cloud, Salesforce competes with Adobe. As Salesforce continues to extend so will its competitive set.

    greater on Salesforce:
  • Annual cloud subscriptions and aid revenue: €5 billion
  • Annual cloud revenue run price: €5.64 billion
  • SAP has a sprawling cloud utility business that runs from ERP and HR to fees (Concur) in addition to Ariba. The business is fundamental business software, however shoppers are migrating to the cloud. SAP's method rhymes with Oracle's strategy, however there's a key change: SAP will run on distinct clouds.

    CEO bill McDermott stated the SAP cloud companions on the company's fourth quarter income name. "SAP has amazing partnerships with Microsoft, Google, Amazon, Alibaba, and others to include this value advent probability," he stated. "clients can run on-premise, in a personal cloud or in the public cloud. it's their option."

    sap-qualtrics-combo-2.png

    sap-qualtrics-combo-2.png

    (picture: SAP)

    The SAP cloud lineup includes right here:

  • SAP S/4HANA Cloud
  • SAP SuccessFactors
  • SAP Cloud Platform, records Hub (which are hybrid performs)
  • SAP C/four HANA
  • business network application (Ariba, Concur, and Fieldglass)
  • within the end, SAP is a mixture of traditionally licensed software and cloud types. CEO invoice McDermott additionally outlined some massive growth goals. For 2019, SAP is projecting cloud subscription and guide profits between €6.7 to €7.0 billion.

    Going forward, SAP is projecting cloud subscription and assist earnings of €8.6 to €9.1 billion. with the aid of 2023, SAP wants to triple cloud subscription and support income from the 2018 tally.

    more on SAP:
  • Annual cloud revenue run cost: $three billion
  • Workday made its identify with human capital administration, improved into financials and ERP, and is including analytics via a sequence of acquisitions.

    before AWS grew to become an Oracle obsession, Workday become a major goal of Larry Ellison's rants. these verbal barbs from Ellison became a tell that Workday turned into faring smartly.

    Most of Workday's earnings derives from HCM, however the company is beginning to sell financials together with it. In other words, Workday is attempting to boost that multi-cloud playbook that Salesforce has going. That talked about, Workday additionally has a lot of runway for HCM. Workday hasl half of the Fortune 50 as customers and about 40 percent of the Fortune 500.

    The analytics business for Workday is being developed by means of acquisition. Workday obtained Adaptive Insights, a enterprise planning participant, and may target analytics workloads.

    whereas Workday fared neatly on its own, the enterprise turned into slow to increase its ecosystem and run on infrastructure from the public cloud giants. Workday has unfolded to permit valued clientele to run on AWS and that is the reason a huge flow that may pay dividends in the future.

    The business additionally launched the Workday Cloud Platform, which enables customers to write down functions internal of Workday by the use of a set of software programming interfaces. The Workday Cloud Platform, launched in 2017, makes its platform more bendy and open.

    In 2019, that you can expect Workday to discover enlargement ito greater industries beyond schooling and govt. Healthcare may be an alternative for a broader effort.

    Robynne Sisco, CFO of Workday, said at an investor conference in December:

    for those who believe about increasing in terms of business operational systems, there's truly plenty that we might do going ahead. We could do retail. We may do hospitality. As of at this time, we've got a lot of things we're working on. So we're staying where we are. but business does become very critical when you focus on promoting financials.

    Workday is also focused on greater mid-sized corporations with Workday Launch, a fixed-fee, preconfigured application kit.

    The aggressive set for Workday is Oracle and SAP for HCM and Financials. additionally watch Salesforce, which is a Workday accomplice and skills foe sooner or later. one other wild card for Workday might be Microsoft, which is integrating LinkedIn greater for HR analytics.

    greater on Workday: greater on cloud administration: extra on supplier management: extra on web of issues: greater on cloud vs records core:

    Sitecore® announces world Partnership with IBM iX to enable main net content material administration, Commerce, and advertising and marketing options | killexams.com Real Questions and Pass4sure dumps

    Sitecore®, the  leader in digital journey administration application, these days introduced a new world partnership with IBM iX, one of the most world's greatest digital companies and international business design companions. The partnership will make available to shoppers Sitecore’s main net content material administration, commerce, and advertising solutions by the use of IBM iX designers, expertise consultants, and industry strategists in forty IBM Studios worldwide. 

    The accelerated partnership brings together the entire breadth of IBM iX’s capabilities to capitalize on the growing demand for digital marketing capabilities that create particularly-customized customer experiences across all digital touchpoints. 

    Matthew candy, world leader, IBM iX, brought up that “consumer event is the important thing strategic aim of many groups and core to those businesses’ capability to seriously change. i am very excited that we are expanding out our present relationship with Sitecore into a global partnership, as they develop into an important player in our ecosystem of partners.” 

    As a world Platinum partner within the Sitecore solution issuer software, IBM iX provides the world-type consulting, design, building and implementation features required to install solutions on the Sitecore platform and carry high-quality consequences for shoppers. Matched to Sitecore’s main digital event administration capabilities, organisations can give conclusion-shoppers with seamless, omnichannel experiences to pressure differentiation, promote business transformation, and enhance salary and consumer lifetime value. The IBM iX and Sitecore partnership is extra empowered with surest practices and accelerators, as smartly as the capability to leverage the power of IBM Cloud and IBM Watson know-how. IBM iX additionally brings to bear the unparalleled skills of Bluewolf, an IBM company, developing experiences with Salesforce, with whom Sitecore has a strategic alliance. 

     


    IBM Blockchain Assists Groundwater Pilot in Drought-prone California | killexams.com Real Questions and Pass4sure dumps

    IBM and two different groups will marry blockchain and IoT to assist manipulate groundwater usage in an “at-possibility” Californian aquifer.

    Aimed to increase sustainable use of the important thing water aid, IBM announced Friday that California’s Sacramento San Joaquin River Delta might be tracked in “real-time” via a joint effort between the Freshwater have faith, a united statesbased nonprofit working to maintain and restore freshwater ecosystems, and SweetSense, a company of cyber web of things (IoT) sensors for the development sector.

    The Sacramento-San Joaquin River Delta covers 1,one hundred square miles and provides water to the San Francisco Bay area and coastal and southern California.

    The undertaking is being jointly funded through the Water groundwork and the Gordon and Betty Moore groundwork, and will also get hold of research help from the university of Colorado Boulder, IBM said.

    For the trouble, IoT sensors will transmit water extraction information to satellites, after which it will be recorded on the IBM Blockchain Platform hosted within the IBM Cloud. It also uses wise contracts to automatically execute transactions when certain situations are met.

    “via a web-primarily based dashboard, water buyers, together with farmers; financers and regulators will all be in a position to video display and track the use of groundwater to exhibit how sustainable pumping tiers can be achieved during the trading of groundwater use shares within the State of California,” IBM explained.

    for instance, if a farmer became now not planning on watering their land for a season, they could change or sell water credit on the blockchain to an additional farmer.

    SweetSense is already monitoring the groundwater elements for “over a million” individuals in Kenya and Ethiopia via IoT sensors and may be mirroring the same device in California, its CEO Evan Thomas spoke of.

    based on Dr. Solomon Assefa, vp for emerging market options and director at IBM research – Africa:

    “With the addition of the blockchain we will bridge vital trust and transparency gaps making it feasible to build a strong, scalable and good value platform for managing precious groundwater resources anywhere on the planet.”

    IBM brought that the pilot project comes as the influence of California’s Sustainable Groundwater management Act (SGMA), which turned into signed into law in 2014. The act mandated creating agencies and businesses to make certain a plan is in place to make native groundwater utilization sustainable.

    Sacramento San Joaquin River Delta photograph courtesy of IBM


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    3 Years, 2 Days and 6000 Views on the Blockchain | killexams.com real questions and Pass4sure dumps

    It’s been a full week since I found my self in the hot seat of #consensus2017 #hackathon learning a brand new technology and challenging myself to create a viable proof of concept to demonstrate to a group of very smart and passionate blockchainers. Today, I will tell you the story of what lead me there, my experience, and what I learned about​ innovation along the way.

    The Itch

    By day I masquerade as an IT Management Consultant, helping folks figure their way out of technical pickles. Because OSHA demands a lunch break, it means I get a captive audience to practice my skills as an Evangelist -telling anyone who makes eye contact with me (or not) or sits next to me (or not) about the “coming of the blockchain” and how it will revolutionize the world of business, finance, and technology. That’s my romanticized way of saying to you — the reader — that everyone at work knows not to engage me on this topic unless they are willing to spend some serious time debating, going down rabbit holes, and testing future predictions about the market for blockchain or digital ledger technology.

    I have been tolling the virtues of bitcoin and now blockchain — sharing in my ups and downs (Mt Gox, The DAO, various exposure to scams and ponzi schemes) — for 3 years now. My story is like most folks who found their passion for this space. It goes like this:

  • I heard about it (U.S. Senate hearings; circa EOY 2013)
  • I doubted its value
  • I investigated it (Byzantine Generals Problem…solved)
  • I got hooked once I understood the breakthrough
  • I dived in financially (foolishly at first)
  • I became a believer (positive experiences outweighed the negative ones)
  • I had to tell others
  • By the end of 2015, colleagues started listening and I found a group of fellow blockchain believers to share stories and articles with. We formed a task force and started focusing on bitcoin’s impact to payments at the time. By EOY 2016 we had hosted our first Disruption event in a very upscale setting at the Chicago Athletic Association. I spoke on a panel there with colleagues and key players from our city — Rumi Morales, Jochen Renz, David Ripley, and Conrad Barski. During that event, we were able to coax a few attendees into downloading a wallet to their phone, receiving some bitcoin, and sending some bitcoin. Considering the nature of the crowd (C-level execs mostly) we considered it a success that we got between 7–10 folks and a bunch of skeptical bystanders to watch as we instantly “downloaded money” and swapped it back and forth during the reception and transition times. It was a great way to witness first-hand how the virtues and limitations of the technology became apparent to people for the first time as they used it. The experience left an indelible impression.

    Fast-forward to 2017 and banks for the most part don’t seem to be reaching out to their traditional consulting channels for help with blockchain. Instead, they have opted to buy the R&D pie, splitting their efforts and attention between several consortiums (i.e. R3, Enterprise Ethereum Alliance, Hyper Ledger Foundation), or rolling their own versions of blockchain implementations built from / informed by their experience with Ethereum (e.g. Quorum, Axoni, Chain). Financial institutions seem to have effectively and unanimously said — “This is a private affair, and we will talk about it on our own terms”. I suppose it doesn’t help that even still today when I mention “blockchain” or “Bitcoin" outside of my smaller technical circles, I get the nose crinkle look. “What’s that?”. Why should they know? As things stand today, I still don’t have an option to “Pay with Bitcoin” when I take a cab across the loop. This lack of broad social awareness (pressure) effectively gives the financial services industry a decent amount of runway to experiment on their own time. Back at work I could also see the effect in “the lunch room” some early believers were starting to doubt the “message” and real potential of the technology, while others were simply less excited. I consume a lot of news regarding blockchain as a trader, miner, and researcher — so all I could see was the “obvious” green lights:

  • Banks are taking this technology seriously
  • The SEC is considering an ETF for bitcoin
  • Initial Coin Offerings are becoming increasingly successful (Gnosis, Blockchain Capital, Golem, BAT)
  • Countries that were anti-bitcoin are now very pro (e.g. Australia, Russia)
  • Having a world view does not always give you an advantage when local sentiment and education is lagging. This has been the case in the Midwest as opposed to Switzerland (home of Ethereum) or Singapore (home of the Initial Coin Offering). For comparison, we held our first Chicago Blockchain Conference in December 2016 and the room was small enough to host a crowd of less than 100. During that conference, the Illinois Blockchain Initiative was announced, and Rumi Morales encouraged us to “build blockchain companies” and to represent the spirit of Chicago: the legacy of trade and commerce by which this city has been historically associated. Nevertheless, pro blockchain sentiment was either falling or skepticism was rising at work.

    Having consumed Coindesk news since my early days of interest in the topic— stretching out from the bitcoin reddit channel into more mainstream outlets that covered more than just bitcoin news— I was keenly aware of the notoriety associated with past consensus conferences and hackathons. And so, I decided within myself over the coming weeks (as I watched the counter tick down and the price of the conference rise in $500 increments as the event got nearer) that I was NOT missing it this year. I opened up my wallet and burned a small fortune in Proof of Labor tokens ($USD) to secure my spot.

    The Call

    While registering for the event, I casually filled out an application to attend the hackathon taking place on the Saturday and Sunday prior to the conference. They made it clear that they were only accepting 170 participants, and because you would never know from looking at my github repo that I’ve ever written a stitch of code (I have written many stitches thank you very much), I was all but convinced that I had the same chance of winning the lottery.

    Three days before the conference I get a message in my inbox telling me I’ve been accepted into the hackathon. I was already excited to go to the conference, but seeing that message sent me over the top. Against the odds, I was getting a very rare opportunity to participate in an event that is well known, in a space that I love, and has inspired numerous developers to build blockchain solutions and companies. I immediately secured an earlier flight and made additional hotel arrangements.

    Thankfully, due to preparation for an upcoming talk at another event, I had what I thought was a pretty solid idea for an Internet of Things + Healthcare + Blockchain demonstration that I hoped would make for a great exploration of alternative use cases for blockchain / DLT technology. Knowing that most of my clients are very sensitive to regulatory compliance, it seemed IBM’s blockchain — Hyperledger Fabric V1 (HLFV1)- would make the best fit due to it’s various privacy options and ability run multiple channels (private blockchains / ledgers). There was only one problem — my knowledge was book knowledge. I knew nothing hands-on about this product. My prior blockchain smart contract experience had been with Ethereum. In reaching out to my team, I got a mixed bag of responses. Folks were happy for me but still very much in the “show me” state of mind regarding blockchain. I did a writeup explaining the approach in detail and my choice for IBM’s tooling. At some point toward the end of the day on Wed, one of my comrades finally verbalizes the “skepticism” that I can feel lurking between the lines of this broad email thread. “It might not be a good look to do this hackathon alone, or attempt to represent the firm. What if another competitive firm is there and does a better job?”. Being a participant in other security related hackathons, his opinion carried weight with the other recipients on the thread, and sometimes that’s all it takes to kill support. Things effectively went dark from there. I replied that I resonated with the sentiment (fear of failure) and that it was not my goal to cause embarrassment to the firm. I acknowledged that I would be smart about it, survey the field, and decide on my game plan once I arrived.

    By Thursday morning— a day before flying out to NYC for the hackathon, my mind is racing over the details of my demo. In addition to the realization that I would effectively be going it alone at the hackathon, I am also preoccupied and concerned about a buddy of mine who has recently lost his mother unexpectedly. Having to fly out and make arrangements — as the eldest son — I was worried about all the work ahead of him to manage her estate and plan a funeral. When life throws a curve ball like that you start to ponder your own readiness for that “blessed day”. For me, I realized that in a digital world, all of my important information really exists in my digital “file cabinet” (email). I asked my friend about how he would deal with the house, and the solution seemed pretty simple — report the death certificate to the state, and the lender will be notified. At that point it becomes a process of either assuming ownership or listing the property for sale. It occurred to me that we have no clear-cut, similar analogy for dealing with our virtual assets— like email. What would happen to his mom’s virtual file cabinet? With that thought came an epiphany — what if we had a digital marker for identity that was separate from email? This would effectively make email a commodity that you could sell back to the service provider or on the open market. As a blockchain implementation, having a name registry similar to what exists now for web site domains would make it easy to track who owns the address and service providers could decouple the address from the content itself. Going over the architecture, I realized that this concept was a bit controversial, but also simpler to implement than the original idea that I had for wearables and healthcare. It seemed the perfect candidate for a hackathon project — something that tests the limits of existing thought around data and information systems.

    For two days I wrestled with my choice of design for the blockchain protocol (Ethereum vs. Hyperledger), until committing to the latter — mainly to avoid the added complexity of budgeting for gas that would be needed to register (create) email accounts to the registry and purchase them on the market (transfer). This decision meant that I had to parse through pages of IBM documentation and figure out by 2:00am Saturday morning — thanks 100% to Simon Stone (human+developer extraordinaire) — that Hyperledger Composer is a new, alternative approach to building smart contracts directly into Hyperledger Fabric V1 using Chaincode. The frustration and lack of sleep were worth it as I discovered that HyperLedger Composer streamlines the developer’s focus to building a singular model that helps them define assets, privacy rules, and transactions in a very succinct template — all riding atop Hyperledger Fabric through a special Chaincode contract interface. Composer comes complete with an online test bench and local download which you can use to deploy your implementation to IBM Bluemix’s cloud-hosted instance of HLFV1. Brilliant and super time-saving! These are attributes that every enterprise needs as part of their devOps toolkit to limit ramp up time for new resources and avoid maintenance of what we call “boilerplate code” — low level plumbing code that you to write +reuse over and over again for every implementation. Hyperledger Composer takes care of the boilerplate code for you. Microsoft has been great at providing solutions like this. My background is in .Net development before becoming a SharePoint Architect, so the pattern resonated with me immediately and gave me the boost of confidence I needed to feel comfortable with my idea switch and implementation approach.

    The Event

    Saturday morning I’m the first developer to arrive at the event location — Deloitte Headquarters — 40th floor of 30 Rockefeller center. It’s 7:36am so I’m ~ 30 minutes early. As I swipe my paper elevator pass against the magnetic reader and stare through the glass doors at a group of organizers that seem just as confused as me why the door is not opening. They decide to continue their conversation (4 feet away) and not risk the “Hey do you need some help?” or make any motion towards the door. Eventually after a tug and a knock, a nice person comes from around the corner and lets me in. I ask if this is the right place for the hackathon. She assures me it is, but they are still setting up so I’ll have to wait in the cafeteria — just behind hospitality committee who watched me test the limits of technology and common sense a few moments ago.

    There’s a lot of chatter as the team of Deloitte consultants finishes setup and preparation of the conference rooms that will host the developer teams. I decide to toss on the 3 hrs of Accoustic Meditation music (courtesy of YouTube) that has been allowing me to keep my nerves at bay while consuming more and more IBM and Hyperledger help documentation, simultaneously building my first local instance of Ubuntu on VirtualBox; Microsoft’s OS was apparently not supported for Linux Foundation’s Hyperledger Composer product. Surprised? 8:06am comes around and I realize no one remembers that I’m waiting. I get up to take matters into my own hands; I’m off to look for anyone from the Hyperledger team. As it turns out, they are in a conference room stationed just before the big breakout room. Chris and Mihir extend a very warm welcome and assure me that I’m in the right spot. It’s ok to set up my gear and get comfortable. I find out that Hyperledger Composer is hot off the press and that we’ll all be learning the tool together today. They are IBM Chaincode buffs, not Composer experts. YIKES, this is going to be a long day right?… Strangely enough I wasn’t that worried. There was a warm, positive energy in the room, so I relaxed accordingly. Eventually, Simon Stone steps into the room and I understand that universe has aligned in such a way that the very person who’s YouTube demonstration I’ve been rewinding all night and taking notes against, will be “driving”. Wow.

    Meet Hui

    Small talk and introductions end and we all shuffle into the breakout room. I take up a seat next to my new IBM family and find it hard to concentrate on the opening remarks. Someone behind me is going on and on about blockchain and enterprise, and how to think about this event. It sounds like she’s talking to a junior comrade, laying out the game plan for how they will split up to learn all about the enterprise ledger solutions for their startup. I’m thinking to myself, “that’s a really good plan”, and “..She’s a really good boss to be laying things out so clearly for her team — making sure they are comfortable with pursuing new territory and asking questions”. Besides that, she seems to have done her homework on blockchain in general. Being the nosy person I am, I can’t resist the urge to lean back, introduce myself and find out more. To my surprise, I find out that Hui and Kishan don’t know each other at all. Hui is simply looking out for a fellow newbie to the scene (like me). I was right about one thing though. Hui was there as a CTO representing her own blockchain startup-Sweetbridge. We all chat a little between each hackathon challenge announcement (~6 total). I start sharing with Hui why she should consider Hyperledger Composer as part of her portfolio of enterprise ledger tools to investigate. She has a data modeling background so she immediately sees the straight line to rapid application development. I share my idea to split email from identity and she frowns at first, but encourages me to continue. I tell her about my friend’s recent hardship and how it sparked the idea. Then I explained how simple the implementation would be and watch her eyes light up. From that point we agree to be partners and she promises to help me with all the non-development related work — effectively serving as my Product Manager.

    We get back to the IBM room and find that 15 out of the 20 souls present are developers — non IBM or Hyperledger affiliates. Just as I suspected, the hype around Ethereum with the recent ICOs has grown the interest in that community. Also - being a first-mover - no one has likely done the research needed to explore the benefits / merits of alternative tooling (private ledgers). The thinking is logical — especially for a high risk scenario such as a hackathon: “Ethereum has a large community and code you can copy, so stick with what you know”. I could tell that the IBM team was a little disappointed with the turnout, but nonetheless they rolled up their sleeves and we dived in.

    Hui set her data modeling and product management skills to work immediately. After about 2 hours we had a working data model built and tested on the Hyperledger Composer Web playground. Imagine that? We went from idea, to notepad sketches, to use cases, and finally implementation on a new platform in less than a day. We tested our transactions out and validated our logic for registering new users and email addresses in our domain registry service, and finally tested the email marketplace functions of claiming (buying) and releasing (selling) email addresses. Excited, we delved further into building out the front-end. I went back into the breakout room to find any other participants with design skills. As it turns out folks with presentation and graphic design skills were in short supply at the hackathon. “Really?” I thought naively. This means that Hui and I will be doing all the design and front-end work ourselves, In addition to preparing the slides and our pitch. Thankfully Tiffany — one of the event organizers and participants with IBM came along and assisted us with some of the wire-framing for the front end. We got the design mocked up and I started the process of installing the local version of Hyperledger Composer to my Ubuntu guest machine.

    Demo gods & shenanigans

    Surprise! You’re out of disk space :-) Really? A brand new copy of Ubuntu with 1 GB of RAM and 10 GB of disk is not enough to host one “mostly” html-based tool that connects to the cloud for all of the heavy lifting? Apparently, Yes. I had forgotten about the “additional” space I used up by installing Google Chrome — my front-end development browser of choice. I scrambled to extend the size of my disk drive and after successfully completing the steps I found online, I realized that the home screen comes up, but after entering proper credentials, the machine just won’t let me in. Understanding what must be happening Mihir says “Oooooh did you encrypt your ‘home’ directory?” Of course I had. Always go for more security rather than less right — especially when it doesn’t cost you anything? Well, now I was suffering the wrath of poor assumptions and noob mistakes in configuring my environment. To make matters worse, we had 1 hour left before being kicked out of the office and my best option was to rebuild the entire environment from scratch — re-installing the local Composer instance and attempting to link it all up to my free production Bluemix instance of Hyperledger Fabric. Mihir hears me mutter something about “free Hyperledger Bluemix” 2 minutes before heading out the door and says, “Noooo, that’s the wrong version — you need the latest version. I will have to give you access. Give me one hour”. With that the IBM heads off to dinner and I head back to my hotel to finish the steps of rebuilding my development environment. I am upset but think that there is still time to clean up this mistake and make a strong showing for tomorrow.

    By around 3:30am, I finish walking through more documentation and steps and troubleshooting missing or poorly configured npm packages. The epiphany comes: “Wait, I could have simply used the docker container to avoid any configuration issues.” In my defense, the documentation offered up both options so I picked what looked familiar and went down the path that I had already started back in our conference room.

    So it’s Sunday morning and I have an environment, but no front-end, and I still have to link our model up to the correct instance of HLFV1 on Bluemix. Thankfully Simon and Mihir are early and we get that part taken care of quickly. The remainder of the day is met with me feverishly trying to organize and pound out an acceptable user interface while giving split-brained feedback to Hui who is cranking away at the slides and doing a fine job at it. I realize as I’m troubleshooting that my connection to Bluemix keeps timing out after about 5 mins. The other team in the room is having the same problem and it appears the only solution right now is to keep the connection alive by refreshing it ever so often.

    Time’s up!

    Hui has been keeping time and reminds me that we only have 10 minutes before rehearsals at 2:30pm to work on our pitch. She has completely absorbed the business value of the back-end and has conveyed it perfectly via diagram, so we agree that the talk should be split up. I will tell the story, and she will talk to the business implications and feasibility. It’s a perfect match-up. We run through the talk a few times, striving to keep the words simple and avoid running out of time. By 2:30pm we are up to the podium for rehearsals. Surprise! The computer does not have an HDMI port, it uses some other mini-DisplayPort alternative that I forgot to bring the adapter for. Ugh. We spend about 3 minutes (of 10 available) setting up the laptop. Thankfully they have the right adapter at the podium. Just before we start our pitch, the Judge asks: “So what’s the goal of this project? I don’t see it in the submissions…” Hui and I are mortified. I personally watched her type this up and submit it the night before. Where the heck did it go!? We are both stumped but there’s no time for that so we rush to fill out only the required fields just to get the submission posted. “Set your timer for 5 minutes…. and go!” We’ve practiced to have 10 mins. I start my pitch, and get through it in just over 3 mins. This leaves Hui with only 1 minute and some change to talk about the business drivers. The buzzer goes off in the middle of her talk, and we are both feeling the intensity of what just happened. The judges assure us that this is what rehearsals are for and ask “So will it be ready when you pitch later?” We both reply “YES”.

    Back to the bat cave and I have 2 hours to get the front-end (user-facing web page) built out and talking to the back-end — our precious blockchain model which we had built the day before. Something goes wrong with the import and we have to regenerate all of the connections. On top of of that, I’m having trouble writing data to the blockchain via my jQuery ajax calls, so all I can really show is that data is being properly fetched from the blockchain. Simon convinces us to do the entry part via Composer. As it turns out that was a great suggestion because we’d get to showcase how easy it is was to build the model. Hui makes her finishing touches to the deck and we are set to present.

    Two Strangers, One chance

    “ReBox! Do we have ReBox in the room? Can you please queue up!” Hui and I move to the front of the room — two strangers who have connected over a simple conversation that turned into a joint project + presentation on a tool that was so hot off the press it was still smoking. We are proud of our work and determined to show what we were able to accomplish — the only team of 2 out of 200 attendees (most with some prior affiliation). We stand united as the 1% . I plug in the laptop and it works! Small victory. I’m refreshing like crazy to make sure the demo won’t lose its connection. I take the microphone and words spill out of my mouth. Whatever I just said came out at the right speed because Hui still has plenty of runway for her piece. She covers the protocol and business implications flawlessly. “You have one minute left”. Hui hands the microphone back over to me to walk through the demo. I show a glimpse of the composer and how the contracts are built. Then i walk through the demo and show how data is pushed into HLFV1’s cloud instance and read back out to the screen. “Time’s up!” That’s the end of the presentation and I have to stop mid sentence.

    Phew!

    That was intense. But it’s not over. IBM wants to do an interview on why we chose the technology. We graciously oblige and spend about 10 minutes building an impromptu “set”. Hui and I sit director-style on two high-chairs in the middle of Deloitte’s cafe — an over-sized camera aiming right for us. We trade lines on our experiences attending and participating at the event. The flow between us is naturally smooth. The consolation prize for all the stress and brainstorming we had to do in the last 1.5 days is that we know this topic inside out. The IBM folks were really pleased with the content and offered us our own set of PowerBeats3 headphones.

    No one was ready for the wow factor of the Australians brought with their drone demo, or the Monopoly game where each move was being driven by smart contracts on the blockchain. Nor did Hui and I know the extent of capability that our Hyperledger roommates had packed into their demo — being able to organize what seemed like a flurry of content together — even finding a way to integrate Microsoft Azure tools. The quality of work from all competing teams truly was remarkable and we were proud to meet them, witness their success and have that shared memory and experience of doing something really hard and crazy together.

    Hui and I didn’t win any of the official challenges, however we won something more precious -the privilege of knowing first-hand how people with a common passion can achieve success against great odds. I’m really proud to have competed with Hui. I know neither of us will forget what we accomplished in under 16 hrs. Just after the event, I posted a picture of us on LinkedIn smiling with a simple message (paraphrased) — “Phew! We did it”. That post was, consequently, my first LinkedIn selfie and the first time I ever personally witnessed something go viral online (~6000 views in one week). That simple affirmation traveled outside of my little Midwest circle of influence in Chicago, and resonated with folks as far away as the UK.

    Conclusion

    As I look out over the horizon, and witness the excitement and activity surrounding ICOs and the Energy Industry in 2017, I am encouraged that more experiences like my own and Hui’s are taking place all over the world. People are becoming more and more encouraged to experiment with ideas that cross geopolitical and occupational boundaries. It is this “Festival of the Commons” that Andreas Antonopolous so eloquently mentions in his book, “The Internet of Money”, that recharges my faith in the value of blockchain technology — how it lends all of us the opportunity to innovate at the “edges” — not waiting for permission or the “clear signal” that it is OK to tinker.

    In case you missed it, on January 3rd, 2009, Satoshi Nakamoto sent a clear message to everyone in the world: “You may proceed!” — http://bit.ly/BTCGenesis


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    SAN DIEGO -- There are two kinds of data analytics professionals -- those who show up merely to collect a paycheck and leave at 5 o'clock, and those who add value, solve problems and make themselves indispensable to their organizations, according to Bernard Wehbe, a founding partner at business intelligence and analytics services firm StatSlice Consulting.

    Wehbe, who spoke this week before a crowded room at the Enterprise Data World 2013 conference, is making it his business to teach people about what it takes to become an indispensable analytics professional. And he had a great message for newcomers to the profession as well as seasoned veterans: Remember that analytics excellence is about more than just crunching numbers; it's also about people, processes and, not least of all, passion.

    Wehbe, who boasts 14 years of analytics project management experience, went on to offer a helpful list of nine key principles that -- when focused on and adhered to properly -- can turn one into an analytics rock star.

    1. Make sure you're passionate about analytics.

    The difference in value to an organization between an average performer and a rock star is massive, according to Wehbe. That's why it's important for those considering or re-examining a career in analytics to be honest about their personal affinities, strengths and weaknesses.

    The analytics rock star knows how to balance her business as well as technical knowledge.

    Bernard Wehbe,founding partner, StatSlice Consulting

    Wehbe recommended taking a personal assessment test, such as the one put forth by author Tom Rath in the book StrengthsFinder 2.0, and said that those in the analytics profession should get confirmation that being "analytical" is one of their strengths. If it isn't, they may want to consider another career. "A top performer in business must be passionate about what they do," Wehbe said. "Analytics is no exception."

    2. Focus on applied learning and mentoring.

    It's easy to find classes on the basic tools of analytics, such as the SQL query language, ETL technology and statistical techniques, and classroom, or theoretical, learning is vital to being a successful analytics professional. But applied learning, or learning on the job, is just as important as theoretical learning, if not more so, according to Wehbe. On-the-job learning is the only way to hone the skill of creating the underlying assumptions that go into solving analytics problems.

    "In school, you are given the assumption, you are given the problem and then you are told to solve the problem based on the tools that they teach," Wehbe said. "Solving the problem is a lot of times the easy part. Coming up with the assumptions is the hard part. Applied learning is the only way to learn how to come up with those assumptions."

    3. Develop your presentation and communication skills.

    The most indispensable analytics professionals work hard on their presentation and public speaking skills. Wehbe recommended taking public speaking courses and getting involved with a group outside of work, such as Toastmasters, that offers an opportunity for public speaking.

    "Communication is key in any field, but that is especially so in analytics," he said. "Not only do you have to present your ideas neatly, but you also have to sell your ideas."

    4. Be the 'go-to guy' for analytics.

    Wehbe used an example from another area of life to illustrate the value of the go-to person in an analytics program.

    "Let's take an example of paying bills and finances. What if you could find someone who takes it over for your life? Think about how that would make you feel. That's the level of service that is expected from the analytics rock star," he said. "You take the problem on and [own] the problem end to end, and you provide a solution."

    Wehbe added that analytics rock stars are also good at anticipating and finding the answers to questions before they're asked. They look for problems that need to be solved instead of waiting for problems to come to them, he said.

    5. Don't stop until it makes sense.

    It might seem counterintuitive to have a principle about intuition when talking about analytics, but Wehbe told the Enterprise Data World crowd that analytics professionals need to hone those intuitive skills. He said analytics rock stars are always asking why and understand that most problems are just symptoms of a larger root cause. They typically aren't satisfied until they find that root problem and solve it.

    "Make no mistake, the analytics rock stars must learn to rely on their intuition," he said. "I'm not saying that if you are new to the field you should rely on that too much, because it takes time to hone that intuition. But as you achieve mastery in the field, [you will] start to hone that intuition [to come up] with better hypotheses."

    6. Learn to quickly create prototypes.

    When analytics professionals present findings and proposed actions to business executives, visual tools like dashboards can be very useful. But when making a proposal to a department head or other interested stakeholder, Wehbe said, it's important to create a prototype and populate the presentation tools with actual data. That's much more effective in terms of communication than displaying stock data that means little to the business execs.

    "There is a huge difference between presenting a [canned] Tableau or QlikView dashboard versus quickly coming up with a prototype with their data and then presenting those dashboards to them," he said. "The difference is night and day. With a prototype, they can see and feel the exact impact [on] their business."

    7. Question assumptions.

    Rock star analysts are always questioning assumptions and know how to avoid the common analytical traps that people tend to fall into. For example, one of those traps is the tendency to miss the big picture when focusing on what might at first seem like a small problem. Another example of a common trap is the human tendency to seek "silver bullet" solutions to problems. In analytics, the answers are always complicated and silver bullets are exceedingly rare, according to Wehbe.

    8. Be an advocate for a solid analytics foundation.

    The vast majority of source systems have problematic data models, according to Wehbe. That's why it's important for the analytics rock star to push for improved data models for source systems. This will create a solid foundation for analytics activities and ensure different analysts can understand data sets "without having to fumble through overly complicated joins," he said. "You must become an advocate for reliable data contracts and you must promote good data governance practices within your organization."

    9. Be a bridge builder.

    The hardest people to find in any organization are those whose skill sets span both business and IT. People who can bridge that gap are crucial to the success of companies. The most successful analytics professionals work to hone their business skills while maintaining a solid understanding of the inner workings of the IT department. An added bonus of maintaining technical skills is that it helps the analytics professional better understand the data.

    "We know as analysts that 90% of our work is about understanding data, and without understanding how IT works and understanding IT concepts, you cannot achieve an understanding of the data," Wehbe said. "The analytics rock star knows how to balance her business as well as technical knowledge."

    Mark Brunelli is news director for the Business Applications and Architecture Media Group at TechTarget. Email him at mbrunelli@techtarget.com and follow him on Twitter: @Brunola88.


    Data Center Linux | killexams.com real questions and Pass4sure dumps

    In recent years, the adoption of Linux in the data center has progressed beyond infrastructure services such as e-mail and file, print, and Web serving. Today, Linux is widely used as a business application server and is moving deeper into the data center as a database and content server. Given a vibrant development community and innovative solution providers, Linux continues its advance toward becoming the enterprise-computing platform of choice.

    The benefits of Linux to data center customers are well known: superior economics, no vendor lock-in, reliability, and increasing independent software vendor (ISV) and system vendor acceptance and support.

    However, with success comes higher expectations. User requirements for Linux in the data center continue to escalate. IT professionals are always looking for more performance, manageability, and other features that they've come to expect from an enterprise operating system. However, the user requirements list is as varied as it is long. Lacking a "center of gravity" where developers, users, and vendors can all look at Linux capabilities and requirements together, the necessary advances will come more slowly.

    Enter OSDL Data Center Linux Working Group (DCL). The DCL is a virtual center-of-gravity where interested parties can come together to accelerate the development and adoption of Linux in the enterprise. Made up of a number of OSDL member companies and other interested individuals, the DCL focuses on services, databases, applications, and mid-tier and high-end multiprocessor servers used for a variety of mission-critical applications.

    Accelerating Linux Adoption Overall, the OSDL DCL focuses on all the things you'd expect from an organization trying to accelerate the deployment of any enterprise software, namely:
  • Meet or exceed performance and availability currently expected for data center applications
  • Scale to enterprise-class server hardware environments
  • Meet or exceed currently accepted security standards
  • Provide standards that encourage end-user, ISV, and third-party software adoption
  • Yield a high degree of usability for activities requiring human interaction
  • In this early phase of the DCL's work, it is taking a two-part approach to accomplishing its objective. First is to identify capabilities required for accelerated Linux adoption in larger organizations. Second, recommend technical approaches to meet those requirements.

    Periodically, the DCL working group also publishes capabilities requirements documents for public review. The 1.0 version of the OSDL DCL Capabilities Document can be found on OSDL's Web site under DCL Documents. The intent of this and future DCL documents is to stimulate discussion and review, then drive toward future, specific technical requirements from the list of capabilities. Thus, the capabilities document is neither a list of requirements nor a specification, but is an analysis of the enterprise usage needs of Linux, thus providing a starting place for driving efforts that facilitate building solutions to satisfy those needs.

    The DCL identifies two levels of technical priorities for Linux in the data center: Priority One Capabilities are considered the most important for data center readiness for Linux, while Priority Two Capabilities are those intended to stimulate thought and discussion.

    Beyond general priorities of importance, the DCL working group examines Linux enterprise capabilities in the traditional functional areas:

  • Scalability
  • Performance
  • Reliability, availability, serviceability (RAS)
  • Manageability
  • Clusters
  • Security
  • Usability
  • Standards
  • The standards category references specifications controlled outside DCL. This category includes only capabilities with standards related to adopting Linux in data centers.

    At this stage, the OSDL DCL investigation is focused on enterprise-level usage models. The technical discussions center around data center issues such as security, storage networking, and file system performance. Because the objective of the DCL is to accelerate the maturation of Linux as an enterprise operating system, investigation of the other features on this list concentrates on server functionality and data center administration needs. Clearly, most of the features on this list are equally important to all who develop, use, or administer the system. But these nonserver-related issues are addressed in other OSDL initiatives such as the Desktop Linux working group.

    In the latter half of 2004 the DCL Working Group will move on to its second objective: documenting the requirements necessary to advance Linux further in the data center, and recommending technical approaches to meet those requirements.

    Call for Participation The mission of the Data Center Linux (DCL) Working Group is to provide a forum for industry leaders to accelerate adoption and deployment of Linux in data centers.

    The working group has completed its first pass at identifying Linux capabilities in the data center, and has developed a prioritized list of capabilities needed. The Data Center Linux Technical Capabilities v1.0 document is available for public review on the OSDL Web site. We encourage any interested person to review it and provide input. Together we can all help Linux become the enterprise operating system of choice.

    For more information on how you can participate in the DCL, please visit www.osdl.org/lab_activities/data_center_linux.

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