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000-012 IBM Tivoli Usage and Accounting Manager V7.1 Implementation

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000-012 exam Dumps Source : IBM Tivoli Usage and Accounting Manager V7.1 Implementation

Test Code : 000-012
Test appellation : IBM Tivoli Usage and Accounting Manager V7.1 Implementation
Vendor appellation : IBM
: 102 true Questions

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IBM’s quantum gadget explained – complete hands on Tech | killexams.com true Questions and Pass4sure dumps

IBM Q gadget One is “the realm’s first absolutely built-in customary computing system,” based on large Blue. Its end is to obtain quantum computing out of the research lab and prerogative into a traffic atmosphere.

considering the fact that 2017, IBM has been working on the design points round its quantum chips. Having the qubits is one component, but IBM desires to obtain to the point the position the techniques that are developed around them can be effortlessly upgraded.

IBM has been working because 2017 to behold at the complete system design round its quantum chips. This territory is evolving complete the time, and when recent chips with more qubits obtain created, you deserve to accommodate the accessories around them to pilot that recent chip.

additionally, quantum chips are only basically finickity. IBM has to maintain these chips at a temperature that’s less warm than outer house just to hold away from overheating. complete it takes is a gust of warm air or a free electron and your qubits lose coherence. you then just can’t obtain any computing carried out.

At CES, IBM introduced that it’s opening a brand recent quantum computation centre in Poughkeepsie, mammoth apple. It’s to be attainable to individuals of The IBM Q network. more than 40 organizations including know-how corporations, educational institutions, and country wide analysis labs. They’ll be in a position to faucet into quantum methods enjoy this through a cloud service.

Researchers are exploring complete types of methods to employ quantum computing. however it in fact complete boils prerogative down to two diverse approaches.

We spoke with Bob Sutor, the IBM analysis vice-president for quantum approach and eco-gadget, at CES 2019 concerning the system. Play the video above to hear the total tale and spot the quantum gadget for yourself.


IBM: Speculating On The Opaque plight Of Blockchain | killexams.com true Questions and Pass4sure dumps

summary

IBM is imposing a technique wherein in trade for helping bring the benefits of blockchain to a starting to be checklist of traffic clients, it’s taking pictures seat and cloud revenues.

although, from its monetary reporting, it’s impossible to assess how an Awful lot of large Blue’s suitable line is attributable to its blockchain actions.

“display me” investors are left to retract a position and that i am supplementing their plenary position in IBM with short-dated calls expiring just after successive salary releases.

Over a yr and a half in the past, I wrote my first article about blockchain and massive Blue (IBM) entitled, “may This be IBM’s earnings Catalyst?” In it, i discussed a number of such initiatives together with an international container shipping blockchain led with the aid of Maersk (OTCPK:AMKBY), a fruit and vegetable consortium led by means of Walmart (WMT), and a trade finance blockchain involving various alien banks, HSBC (HSBC) amongst them. These classes stand to bring extraordinary – “sooner, more desirable, more affordable” – effects for his or her contributors:

  • quicker time-to-market from continuous straight-via-processing while reducing/getting rid of limitations and crimson tape associated with enterprise-as-regular.
  • greater excellent because of much less contamination and spoilage of perishable products.
  • more cost-effective as in lessen operations and administrative fees when manual, non-general, paper-primarily based forms is changed with uniform, know-how-prompted, interactions.
  • In that first article, I postulated that IBM would monetize blockchain from seat licenses now not distinctive to Bloomberg’s very a hit mannequin. In a comply with-up piece, I linked to an IBM web page that tested the validity of this inspiration with expenses correlating to the size of the blockchain participant; larger groups paying greater, dinky ones gaining free entry to the platform. vital mass and large participation are essential to multilateral processing represented through blockchain.

    business maintains Coming

    issues haven’t stood nevertheless. Blockchain initiatives involving IBM are proliferating prerogative now and in areas that I could not accommodate imagined in 2017. ok, so Abu Dhabi’s ADNOC oil blockchain became easier to foresee. but, past my territory of imaginative and prescient were a healthcare blockchain and yet another having to execute with scientific drug trials, blockchains for alien trade and derivatives, a gadget to monitor groundwater usage, an additional worried with mining, and a blockchain for digital advertising. infrequently a week goes by means of where they don’t remark recent blockchain initiatives spawned through organizations desirous to work with IBM; as a minimum dozens of classes are underway involving a entire bunch of essential businesses.

    but Its impact is Opaque

    transport, food, finance, oil, healthcare, medicine, currency exchange, derivatives, water, mining, advertising – definitely it isn’t misplaced on any one that these are areas of gigantic monetary pastime. For me, this makes it even more charming that nowhere of their numbers does IBM report revenue at once caused by blockchain, neither with seat licenses, nor cloud revenues, nor price-brought functions comparable to AI. No, IBM has chosen to hold blockchain-derived revenues opaque. They don't accommodate any approach of connecting the dots.

    I don’t know why IBM has assumed this posture. however, as opposed to obsessing about it, I actually accommodate chosen to scurry on to the query, “Given this opaqueness coupled with the huge capabilities significance of blockchain, how might one ingredient it into an IBM funding resolution?” answer, truthfully: “with the aid of speculating, as in with applicable bets that blockchain will accommodate outcomes in different areas for which IBM does account.”

    Speculating with Calls

    in opposition t mammoth Blue’s exceptionally stricken legacy of salary increase, cautious buyers say, “exhibit me; demonstrate it”. To this I add, “sure, however they don’t wish to omit out if things proceed to be tall property as they suspect they could.”

    So, eventual month they begun an scan in which I bought very short-dated at-the-money calls prerogative earlier than IBM’s quarterly income unlock. And, barring recent tips or sparkling insights, I procedure to achieve this once more next quarter and successively thereafter.

  • short-dated calls as a result of they’re low-priced. For a relatively miniature funding, feasible ply a comparatively large variety of shares such that: a) If blockchain doesn’t deliver the downstream revenues, one may furthermore crash and parch on their calls but at least their loss is contained, however b) If blockchain does deliver, one’s profit may be gigantic.
  • At-the-money simplest as a result of my head hurts doing the maths on options bought in or out-of-the-funds.
  • Quarterly in succession as a result of IBM should merit lower back the accommodate faith of skeptics and there is no purpose to consider that this may ensue any faster than did the loss of self assurance in IBM.
  • exceptionally, and with apologies for less than one facts factor, the morning before IBM’s end-of-day revenue announcement of January 22nd, for $three.20 I purchased calls expiring Feb 1st. no longer 24 hours later, I closed out the contracts for $eight.sixty six realizing a gain of a hundred and seventy%.

    A facet potential of buying and selling in IBM options is that, not enjoy most others that expire but once a month, IBM’s calls (and places) can be establish with weekly expirations. This capability that one needn't “pay for extra time cost” than is definitely warranted. If IBM’s profits are due out, say, on a fourth Tuesday, feasible purchase alternatives expiring on that Friday; however pay consideration because things transpire at once.

    alternatives buying and selling is risky which is why brokerages pre-approve investors for it. As experienced as i am within the securities trade and as an investor, I handiest trade options just a few instances each 12 months when I even accommodate a compelling hunch. additionally, I try this enterprise no longer through my discount broker-broker, but somewhat, via their full-provider B-D in which I deal with a relied on and seasoned expert throughout the existence-cycle of each and every alternate. I on no account wager greater than they will find the money for to lose and, once in a while, I lose it all, i.e. calls expiring worthless. My adviser is alert of I be mindful and may address the dangers.

    it is obvious that IBM ought to re-set up its monetary credibility with the aid of supplying consistent profits increase. Of the 22 analysts that comply with the stock, thoroughly half accommodate it as a “grasp” with the group forecasting a median rate at about where the stock is buying and selling today. because it is with blockchain and different enjoyable developments, I’m greater assured than most in IBM which is why they are furthermore lengthy the inventory. That said, I wouldn’t intellect boosting their recur which is why i will be able to pursue this appellation strategy for a long time.

    Disclosure: i am/we're lengthy IBM. I wrote this text myself, and it expresses my own opinions. i am not receiving compensation for it (other than from in quest of Alpha). I haven't any enterprise relationship with any company whose stock is mentioned listed here.

    extra disclosure: at complete times execute your own due diligence in consultation with an authorized and capable monetary adviser who knows your unique wants and puts your hobbies ahead of their own. be aware, there are introduced considerations in possessing overseas securities together with these linked to ADR sponsorship, purchasing and promoting the pinks, alien withholding taxes on dividends, and charges. (All my proceeds from contributing to SA fade to charity.)

    SeekingAlpha

    Conqueror of IBM undertaking Debater displays how he defeated the AI gadget | killexams.com true Questions and Pass4sure dumps

    Harish Natarajan explains how he received debate versus IBM project Debater | emerging tech & innovation | Techworld Debating champion Harish Natarajan told Techworld how his human contact overcame the desktop's colossal competencies base

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    IBM techniques accommodate defeated chess grandmasters and Jeopardy champions however when one of its AI initiatives become entered into a debate the enterprise met its healthy.

    the person to conquer the desktop changed into Harish Natarajan, a grand finalist at the 2016 World Debating Championships and winner of the 2012 European Debating Championship.

    © IBM © IBM

    The 31-12 months-historical graduate of the universities of Oxford and Cambridge has defeated one of the most world's exact human debaters however this was his first contest towards a pc.

    His antagonist on the IBM believe convention in San Francisco was a two-metre-tall black territory referred to as venture Debater, which spoke in an American female voice through a blue, animated mouth. IBM claims that or not it's the first AI gadget that can debate humans on advanced issues.

    Fifteen minutes before the contest started, either side changed into given the debate theme matter titled 'we should subsidise pre-faculty'. project Debater became chosen to pilot the action and Natarajan to combat it. They directly prepared their arguments and then took turns to make four-minute opening statements, four-minute rebuttals, and two-minute summaries. The viewers voted for one side or the other before the talk began after which once more once it ended.

    "I accommodate heard you dangle the area record in debate competition wins towards humans, but i contemplate you accommodate got never debated a computer," mentioned undertaking Debater in its opening salvo. "Welcome to the longer term."

    but the futuristic gadget become no wholesome for the latest. 

    earlier than the debate, seventy nine p.c of the viewers agreed that preschool should be subsidised whereas 13 percent did not. At its conclusion, 62 percent of the group agreed while 30 percent disagreed, a 17 % sway that gave Natarajan the win.

    The determinative factor in Natarajan's triumph become the fine of his responses. If assignment Debater is confident that it is intimate with the antagonist it will reply to their sure point, but when it doesn't completely draw nigh them it is going to fabricate a more benchmark argument, as it did from time to time in this contest.

    "That first four-minute speech which turned into it constructing the motives to aid preschool training, that changed into pretty mighty," a jetlagged Natarajan tells Techworld presently after flying back to London.

    "The second speech where it needed to realize every limited thing I observed, work out what changed into apropos and achieve up with responses was nevertheless awesome due to the fact that it picked up on one of the vital arguments made, however wasn't deciding on up on the most subtle arguments I made. That can be a factor concerning the sorts of sentence buildings that i used to be the employ of at that factor as I feel in herbal language you're going to achieve to be the usage of a limited bit complicated sentence buildings and its means to complete of a sudden formulate responses would probably be the second area it could enhance.

    "when it comes to the other points of persuasiveness, potentially the evolution there'll achieve over time because it becomes stronger and greater at mimicking human emotion. surely it's going to under no circumstances reasonably accommodate that, but lots of americans when they're giving public speeches will mimic human emotion reasonably that actually accommodate it, nonetheless it's a different mistake the position it could develop into superior over time. however I contemplate or not it's basically that 2d bit which goes to be the pleasing problem."

    '+article.headline +''; listEl.prepend(''); articleIndex++; } listEl.reveal();//demonstrate unit }); }); building assignment Debater

    automatic debating become a recent challenge for IBM's researchers. while chess and Jeopardy contests are received by means of making objectively positive selections, the nuances of language and the rhetorical ideas required to win over an viewers are greater subjective, emotional and open-ended skills that want clearly defined guidelines that investigate the victor. They in its place require emotional persuasion through oratory erudition that are complicated for machines to grasp.

    assignment Debater aims to beat this by route of comprehending spoken language, modelling human dilemmas and supplying records-pushed speeches. The system analyses the debate's topic and the argument of its antagonist after which stitches collectively a library of 10 billion sentences from newspaper articles and educational journals to shape a response.

    In 2018, the gear made its debut in an exhibition wholesome in opposition t two Israeli debaters who had already worked with it, but the showdown in San Francisco was its first competitive bout towards a champion debater.

    "It turned into very superb," says Natarajan. "the route i might feel about it's debating comprises at least three part advantage. the primary one of these is collating the primary assistance which you accommodate and working on what's crucial. For a human that is never overly difficult because quarter-hour wouldn't accommodate a pretty Good deal of expertise and relevance is rarely necessarily a enormous problem, however for a machine that can be rather difficult.

    "The 2d fragment is to clarify that tips you accommodate got in a means which is apparent and provides context, but on the equal time oversimplify the vicissitude to a massive viewers. And the third point of debating is the human factor of persuasiveness; every thing from your rhetoric to your employ of language, to your means to employ emotion and employ intonations when it involves your voice.

    "What the desktop become very Good at doing changed into the first one it excelled in. this is a little unsurprising. It had 10 billion pieces of tips about what become primary. extra marvelous turned into its capability to interpret that in a extremely facile and lucid method.

    "What it fell down on and i wager why it does not yet fairly examine with the optimum human debaters is its capacity to execute the purely human facets of persuasion. How exactly you connect with a human viewers turned into soundless a limited bit confined."

    Debating the long urge

    The computer's voice turned into extra monotonic than a human debater but its oratory abilities stunned Natarajan, above complete when it appealed to the audience's feelings, because it did by asking here collection of rhetorical questions:

    "For starters, I now and again listen to opponents and wonder: what execute they desire? Would they want terrible americans on their doorsteps begging for money? Would they are live well with terrible individuals devoid of heating or running water?"

    Natarajan countered by means of arguing that the subsidies would generally support middle-revenue and upper-earnings families as their toddlers could be greater prostrate to attend preschool.

    "on the conclusion of this debate, I don't contemplate challenge Debater has helped those people she identifies as the most vital, but truly, has damage them," he concluded.

    After the talk, Natarajan gave credit score to his antagonist but brought that it nonetheless had plenty to be trained.

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    "After a few minutes, you desist pondering that you simply're debating towards a computing device. or not it's identical adequate to a human being," he recollects. "however I contemplate once you issue back on it, actually in terms of the route it items itself, it nonetheless very lots does accommodate these laptop attributes: it has a extremely smooth voice - a very smooth edition of Alexa might possibly be a route of putting it. It has a extremely consistent tone it is very lucid but doesn't in fact disagree its tone or tempo that tons."

    He changed into struck through the capabilities for combining the system's capabilities with the work of people with the aid of immediately analysing tremendous troves of records and presenting them with the most considerable contextual counsel. This could back americans working in scientific analysis, as an instance, or as an monetary risk analysis govt comparable to Natarajan.

    "The skill that the know-how has to facilitate quick brilliant credible research is whatever well past the scope of any inexpensive human and even huge variety of humans," he says.

    His views mirror those of Garry Kasparov, the previous world chess champion who a long time after his 1997 collection loss to IBM's abysmal Blue pointed out that humans and machines should soundless work collectively to strengthen augmented intelligence, but Natarajan believes his self-discipline presents a extremely diverse problem for an AI to that of Kasparov.

    "What you necessity to are attempting and execute is convince an viewers, but what's convincing isn't the equal as taking pictures a king in chess or getting extra area than your antagonist in Go, which makes it a massive problem for IBM," he says.

    "I suppose there are then two things which over the following few years could doubtlessly change to fabricate this extra digestible. it's already awesome how a ways they've gone given the difficulties inherent in debating however I consider as you obtain more and more facts, further and further potential to synthesise it, for you to increase the computer. And 2d, one area where it was decent however not yet unbelievable became its capacity to reply."

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    Improving IT Charging Based on Services | killexams.com true questions and Pass4sure dumps

    This chapter is from the engage 

    IT charging is the process of billing for IT services rendered to internal or external customers. The charging process uses two key sets of information: 1) rates based on accounting information, forecasts of current and future customer demand, and other apropos information; and 2) usage information based on actual measures and estimates. Together, this information is used to create a price, or assessment, for a given service, as shown in motif 4-5.

    Figure 4-5

    Figure 4-5 Charging process develops rates, captures utilization, and results in a price or assessment.

    Determining Cost center Charging Methods

    As organizations ripen from a reactive IT organization to an IT cost center, they develop a standardized imbue or assessment framework using a chargeback (or IT costing) model to define available costs associated with its services. Through the evolution and population of a chargeback or IT costing model, you will determine your service rates. There are many different definitions of chargeback models, but they combine IT accounting data to determine a service's cost with usage data from capacity management and other processes to develop a price. In an article on CIO.com, titled "Chargeback Demonstrates IT Value in the Enterprise," badge J. Denne discusses a number of approaches to developing chargeback methods.10 They comprise subscription, peak level usage, user-based pricing, and ticket-based pricing.

    Regardless of the pricing system you choose, cost centers, by definition, imbue an usurp level of fees for IT products and services to exactly equal the costs incurred by the IT organization to provide these IT products and services, which is considered "break even" from a monetary perspective.

    To back you develop your rate and a means for capturing utilization information, they accommodate summarized a universal system for developing a chargeback model. This system includes developing a chargeback model to determine the rate; populating the chargeback model with a blend of assumptions, averages, and actual costs; and determining utilization, or quantity of services. Developing measures of utilization is a key link to the claim management process.

    Develop Chargeback Model to Determine Rate for Each Service

    The cost center uses the chargeback rate and utilization system to develop a pricing or assessment system to regain these costs through a imbue or assessment. To determine your service (or chargeback) rate, you should start by creating a chargeback template to determine your cost and populate the chargeback template with expense information. This will back you determine the cost of your specific service. Then, based on your pricing decisions and competence to determine service utilization, you can determine the rates you will imbue for a given service.

    To determine your chargeback rate, you first necessity to know your cost. They recommend that you develop a template for collecting information by service that allows you to provide a top-level summary sheet, while furthermore providing significant detail on specific areas in the services inputs and buildup worksheet.

    The top-level summary sheet can then be used as a common language between the traffic unit and IT unit regarding the cost of a specific service. Table 4-6 shows a simple framework to develop the top-level summary sheet. The top-level summary worksheet highlights the unloaded chargeback rate, applicable overhead rates, and published chargeback rate for your services. The unloaded chargeback rate, furthermore often referred to as complete direct costs, is the cost without any overhead applied.

    Table 4-6. Top-Level Summary Sheet

    Published Service

    Unloaded Chargeback Rate

    Administrative Overhead Rate

    Published Rate (Rounded)

    Hosting

    $16,428

    5%

    $17,250

    Batch processing

    $2,857

    5%

    $3,000

    Collaboration service

    $3,809

    5%

    $4,000

    This top-level summary sheet is useful to both the IT organization and the traffic group because it:

  • Is simple to understand
  • Demonstrates transparency of overhead costs, which can be a contentious issue between traffic units and IT organizations
  • Provides detail to executives who might be reviewing their rates and budget
  • Next, the organization should develop a summary of key costs for each service, such as the service inputs and buildup worksheet in Table 4-7. These costs comprise hardware, software staff costs, and other cost types. If an organization has created cost types within its IT accounting practices, these costs should match these types within this sheet. This sheet is critical for transparency of IT costs and establishes a common understanding with the traffic unit. The traffic unit and the IT department can review the various inputs to a service to determine whether they are necessary.

    Table 4-7. Services Inputs and Buildup Worksheet

    Published Services

    Hardware Cost (Purchase Price)

    Operating System (One-Time Cost)

    Staff Setup Cost

    Annualized Amount (with 3-year Depreciation)

    HW and SW Maintenance

    Annual Staff Cost

    Annual Cost

    Hosting

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $5,000

    $16,428

    Development of enterprise resource planning (ERP) customized application

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $150,000

    $166,428

    As you will remark from Table 4-7, the process can be used for transactional services, such as hosting, or project services, such as application development. These buildup worksheets are effectual ways to account for the necessity to capture differences in types of services, infrastructure, networking, and application development. To provide additional detail, you should develop a service-specific worksheet that includes the minute back for your service's inputs and buildup worksheet. Several options to develop these service-specific summary sheets follow:

  • Use worksheet from accounting process: If your accounting process has grouped cost kind information according to each service, this sheet can provide this role. For example, this accounting sheet can provide the detail you necessity regarding hardware, software, and personnel costs, which can be linked to the services inputs and buildup worksheet.
  • Create recent worksheet that includes accounting data and assumptions: Organizations must often fabricate a number of assumptions related to key costs. You should consider developing a worksheet that includes both accounting data and key assumptions.
  • External contracted (base) costs: The organization should then create a sheet that includes external costs, such as software licenses or vendor cost that are often external to the organization.
  • Internal costs (for example, salary, overhead, and monetary information): This sheet generally includes internal costs, such as overhead, staff time, and other inputs that are internal to the organization. These sheets furthermore summarize service-specific assumptions, such as the staff time allocation cost estimates for staff activities discussed in the basic approaches in the earlier section "Basic Approaches to improve IT Accounting."
  • The structure of these worksheets needs to be tailored to your organization. You should structure them based on the information you accommodate available and the audience that will employ this information.

    Populate the Service Chargeback Model with a blend of Assumptions, Averages, and Actual Costs

    After the finance and IT organization complete the chargeback framework, they should then work together to insert costs into the model. They would enjoy to reinforce their discussion in the accounting section on using estimates, averages, or actual IT expenditures to develop costs. Many cost centers employ assumptions and averages, rather than cost accounting data. For example, instead of listing the exact price of a server, the IT organization might list an dispassionate rate, sometimes referred to as a blended rate. These blended rates are the dispassionate of a number of purchase orders to determine the typical cost. Also, instead of exact FTE estimates for system administrators, the organization might develop a blended rate that reflects the dispassionate cost of a system administrator.

    In addition to the discussion of estimates, averages, and actual IT expenditure data in the accounting section, they provide key examples of benefits assumptions if actual data is not available:

  • Estimates or averages provide a baseline set of data to continuously improve your chargeback or IT costing model each year. For example, the first year an organization develops a cost model, a large percentage of the data may be based on the best assumptions that can be made at the time using available source data. However, each year the organization can supersede key data with actual data.
  • Developing a blend of estimated and actual data creates a framework for enacting key process improvements. For example, it provides a common framework for the IT and finance departments to participate information. This framework can back translate monetary and operational information and back both the IT and traffic teams learn.
  • Determine imbue or Assessment system through Standardized IT Pricing Framework

    Reactive IT organizations imbue their internal or external customers through corporate overhead allocations rather than direct invoicing. This want of transparency in IT budgeting is often viewed as a tax on traffic units and creates resentment by the traffic units. As an IT organization matures to a cost center, it develops a system to appraise the service's cost and the customer's utilization. This standardized IT pricing framework captures a service's cost and utilization (where appropriate). This framework could furthermore service as the customer invoice. A simple customer template could behold enjoy Table 4-8.

    Table 4-8. IT Pricing Framework for traffic Units

    Published Service

    Service Increment

    Service (or Chargeback) Rate

    Service Utilization

    Total Chargeback Cost (or IT Price)

    Hosting

    Per server

    $12,000

    1

    $12,000

    Batch processing

    CPU second

    $0.3

    10,000

    $3,000

    Collaboration service

    Per site

    $2,000

    2

    $4,000

    Application development

    Per statement of work (SOW)

    $25,000

    1

    $25,000

    Total

    $44,000

    The previous pricing framework highlights the dissimilarity between transactional services and services, such as application development, that may be based on a statement of work (SOW). The final item, application development, is an case of a project-based service that employs staff or contracts. Some organizations may retract an SOW approach, in which a defined SOW summarizes that payment that will result from a given set of deliverables, such as the completed application or software package. Alternatively, you could develop a per-hour rate for application developers and imbue the customer this hourly rate.

    After the IT organization has developed a framework, it should employ this as a implement to engage its customers in a discussion of the charging process. These initial discussions will foster acceptance of this framework within the organization. The organization can then develop the inputs to the framework including the service (or chargeback) rate and the service utilization.

    Determine Utilization or Quantity of Services

    Because the IT organization has established its costs, it now needs to work with its existing customers to project out the near term the expected claim for each IT product and service, measured in projected quantity of IT products and services; to establish the projected overall demand, and to develop pricing for each IT product and service offered using project claim as a key assumption.

    To regain costs, you must develop an accurate measure of the quantity of services used by a customer or service. The cost center often uses actual measures and estimates to measure the quantity of resources used by each customer. As with expenditures, you should employ automated tools to collect actual costs of service utilization data whenever possible. Following is a summary of three methods to measure utilization:

  • Metered usage: When the utilization can be precisely measured, the organization generally uses metered usage. This system is based on actual utilization, whereby the organization automates the collection of quantity of resources used by each consumer based on the agreed-upon metric. For more service-based estimates, this may comprise a time tracking system to track the time of application developers.
  • Fixed- or user-cost approach: Many cost centers may furthermore determine to simply divide a service's cost by this forecasted quantity to develop a unit price. This process, referred to in ITIL as fixed or user costs, is one of the most simplistic methods for determining pricing. This fixed price could comprise a subscription to employ a specific quantity of services. The more accurate the claim forecast, the fewer risks the IT organization will incur a budget shortfall. This fixed-cost approach can furthermore be used if an SOW specifies a specific price for a specific output, such as the evolution of a recent ERP system.
  • Tiered utilization: A hybrid approach includes tiered utilization, whereby an organization measures utilization of a specific service and groups customers into tiers. This utilization data may be gathered through either a claim management or capacity management process under ITIL. The employ of an automated implement often supports this ail because one system to stratify the pricing of multiple tiers of IT product and service offerings is based on utilization versus resources.

    Developing tiered utilization can be combined with tiered rates, in which the IT organization offers tiers of IT products and services, such as stratifying storage into managed and basic storage. In other cases, the organization will present premium and benchmark levels of support. Accurately presenting the tiers of IT products and services will back to clarify the pricing for internal and external IT customers.

  • Improving Your Charging Process to Become a Profit center or traffic Partner

    To improve the charging process as the organization views IT as a positive ROI or a traffic partner, the IT organization captures more accurate usage and cost information, often using automated tools that track IT resources and link them to their costs. The IT organization furthermore develops linkages with other ITIL processes to considers as it develops rates. For example, it effectively values services and develops pricing in concert with the IT service catalog and aligns its expenditures to the service levels outlined in the service level agreements (SLAs) developed through the service level management process. This process is discussed later in this chapter.

    Many IT organizations furthermore employ chargeback models to price selected IT products and services, typically limited to the IT products and services provided in their IT service catalog. The cost analysis supporting the evolution of a chargeback model furthermore provides operational information that IT organizations can employ to manage their resource consumption, resulting in continuous improvement in IT operations.

    Improve Your Service or Chargeback Rate to improve Service and Lower Costs

    To improve service or chargeback rate, your organization should employ only exact costs to develop its IT costing model. The IT accounting process should provide exact costs that can be leveraged in the IT costing model. For example, the service-specific sheets discussed in the previous section should just be outputs of the IT accounting process. This data provides the organization with a exact understanding of the provisioning value (or the cost) of each service. As a result, the organization can conduct service provisioning optimization activities to benchmark its costs against competitors.

    As your charging and pricing process becomes more advanced, your organization's price per billable unit recovers your plenary cost and a surplus amount that is the hurdle rate, which is discussed earlier in the chapter. For example, if your hurdle, or discount rate, was 5 percent, your IT price would be 5 percent above the cost of your service. This pricing system subjects your IT services to the selfsame project standards commonly used in other monetary initiatives.

    To improve service, an organization should link charging to the various internal contracts between the IT organization and its customers (SLAs) and internal contracts between organizational units within the IT organization (operation level agreements, OLAs) discussed in Chapter 2. This linkage helps the IT organization to clearly establish the value of its services to its customers. For example, if a customer would enjoy more backups or quicker response time than the organization typically offers, the organization may want to develop a pricing mechanism to regain these costs.

    Implement Automated Tools to Monitor Resources, Costs, and Utilization

    To improve service, the organization should furthermore imbue customers for usage, rather than approximate consumption. As an IT organization matures from a cost center to viewing IT as an ROI or traffic partner, the IT organization often implements an automated solution to identify and monitor IT customers' utilization. These high-performing organizations often scurry toward resource-based chargeback software. There are a number of automated monetary management tools. For example, motif 4-6 summarizes how the IBM Tivoli IT Usage and Accounting Manager (TUAM) provides an IT organization with the capability to automatically monitor a given IT asset and impute this asset to a given traffic unit.

    Figure 4-6

    Figure 4-6 Automated tools can link IT resources, costs, and utilization data.

    Automated tools that link the IT traffic office with the IT operational assets can be powerful enablers of ripen IT monetary management practices, providing the IT organization with resource-based charging capabilities. Automated tools provide the IT organization with the potential to know the exact costs of any IT asset, tie this cost with the IT organization's service catalog, and evaluate IT spending based on exact costs.

    However, implementing these tools can be challenging. As with any complicated software implementation, the initial and ongoing costs can be substantial. Moreover, even if the IT organization implements these solutions effectively, the vicissitude of applying them effectively can be substantial. The culture of the IT organization has to remark the ongoing value of ripen IT monetary management practices and incorporate monetary discipline into daily IT operations.


    Software monitors data center energy usage. | killexams.com true questions and Pass4sure dumps

    Press Release Summary:

    Using autonomic capabilities, IBM® Systems Director active Energy Manager will track energy consumption in data centers. Power Capping lets users set maximum power level per system, while Power Savings Mode lets users manage power usage as work activity shifts across various demands. In addition, program includes power trending and thermal trending features to monitor and report system energy usage as well as inlet and exhaust air temperature for individual systems.

    Original Press Release: IBM Provides Complete View of Data center Energy Usage With active Energy Manager

    ARMONK, NY - 06 Nov 2007: IBM (NYSE: IBM) today introduced a recent version of its industry-first management software that uses autonomic capabilities to track energy consumption in data centers and helps customers to monitor their power usage and fabricate adjustments to improve efficiency and reduce costs.

    The latest version of IBM® Systems Director active Energy Manager (AEM), originally introduced in 2005 as PowerExecutive, allows customers to cap power usage, avert cost overruns and monitor energy usage trends that enable better planning before deploying workloads across multiple platforms in their data centers.

    With data center managers today facing escalating power and cooling costs, the pressures on reducing this cross are now greater than ever. IBM's offering helps managers deal with this challenge.

    "Active Energy Manager gives clients a route to understand exactly how much power is being used in their data centers and where it is being consumed," said moneyed Lechner, IBM's Vice President for IT Optimization. "Along with being able to cap the energy that powers these systems, this information can back deliver significant energy and cooling costs and create a greener data center environment."

    Originally developed for IBM's x86 System x hardware, AEM now supports additional IBM Systems (POWER) and IBM System Storage platforms and plans to extend back to IBM System z (mainframe). In addition, some hardware from other manufacturers is supported.

    Instead of relying on manufacturer energy usage and efficiency estimates, IT managers using AEM can leverage its autonomic capabilities to remark the actual power used by each IT resource in the data center. This allows managers to better approximate and procedure for technology and energy budgets over time.

    AEM extends the achieve and scope of the technology previously provided by Power Executive, while gathering more information and presenting it in a simpler, more centralized way. AEM now exploits quick-witted Power Distribution Units (iPDUs) to back older servers and low- and mid-range storage devices. By plugging these systems into a supported iPDU or a smart power strip, AEM collects power information, thereby presenting a more complete view of energy used within the data center.

    AEM furthermore manages power usage across supported servers through functions such as Power Capping and Power Savings Mode. Power Capping lets users set a maximum power level per system while Power Savings Mode lets users manage power usage as work activity shifts across various demands. Using these functions, IT managers can increase their level of energy efficiency within data centers potentially saving up to 30 percent of system power demand.

    In addition, AEM includes Power Trending and Thermal Trending features to monitor and report system energy usage as well as inlet and exhaust air temperatures for individual systems. Incorporating this additional data into one, centralized software-based power usage offering allows finite and localized temperature adjustments within the IT shop to further reduce energy costs for cooling.

    Active Energy Manager furthermore provides a source of energy management data that will be used by Tivoli enterprise solutions such as IBM Tivoli Monitoring and IBM Tivoli Usage and Accounting Manager. Combined with IBM Systems Director and Tivoli products, AEM delivers the industry's only cross platform solution to back customers monitor and manage both virtual and physical environments while controlling energy costs.

    IBM Systems Director active Energy Manager will be available for download nascence December 7, 2007. iPDU capabilities, Power Trending and Thermal Trending are no-charge features of the AEM product and are available free. Prices for managing power usage start at an IBM list price of under $100 (USD) per system and includes both Power Savings Mode and Power Capping.

    IBM is furthermore introducing service offerings to back customers maximize the value of implementing active Energy Manager in their Data Centers. The Data center active Energy Manager implementation and hands-on training service offering will assist customers in exploiting the capabilities of the IBM® Systems Director active Energy Manager and IBM Director® on IBM Systems as well as BladeCenter and IBM Systems Storage environments. Another service offering, available on-request, interfaces IBM Systems Director active Energy Manager Extensions with Tivoli Enterprise Management software using ITM Power Agent and/or with OEM equipment, including structure and facility automation systems. These service offerings will be available nascence December 14, 2007.

    About IBM Project mammoth GreenAnnounced in May 2007, Project mammoth Green is a $1 billion investment to dramatically increase the efficiency of IBM products. recent IBM products and services, announced as fragment of Project mammoth Green, comprise a five-step approach to energy efficiency in the data center that, if followed, will sharply reduce data center energy consumption and transform clients' technology infrastructure into "green" data centers, with energy savings of approximately 42 percent for an dispassionate data center. The initiative includes a recent global "green team" of more than 850 energy efficiency architects from across IBM. To learn more about IBM Project mammoth Green, fade to ibm.com/press/greendatacenter.

    Contact(s) informationTim O'MalleyIBM Media Relations(914) 766-1273tomalley@us.ibm.com

    Related Thomas Industry Update Thomas For Industry

    Maintenance Management Applications | killexams.com true questions and Pass4sure dumps

    No result found, try recent keyword!www-01.ibm.com/software/tivoli/products/maximo-asset-mgmt IFR offers Aircraft ... Its functionalities cover inventory management, supply chain logistics, accounting/financials, forms, reports, compone...


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