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000-438 Applying Fundamentals of Tivoli traffic Automation Management 2008

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IBM unveils Tivoli systems management utility | true Questions and Pass4sure dumps

How collaboration apps foster digital transformation

IBM adds autonomic expertise to Tivoli | true Questions and Pass4sure dumps

IBM  is blending its Tivoli administration software and autonomic expertise to allow corporations to adapt to altering circumstances.

on the Planet Tivoli conference the day before today, IBM's Robert LeBlanc, common supervisor of Tivoli software, talked about the mixture of its Tivoli platform and autonomic computing for self-managing systems will attend corporations to control IT proactively.

He additionally stated that IBM is poignant its directory products to the Tivoli division and is unveiling the Tivoli Autonomic Monitoring Engine. this could allow unbiased utility corporations to embed autonomic capabilities of their functions besides being a portion of the IBM Tivoli Monitoring 5.1 product. The application is designed to deliver self-managing capabilities.

LeBlanc pointed out the times are over when there was a lot of time to adapt programs to trade; unusual capabilities should exist supplied immediately. "in case you own a website and suddenly you've got a spike in traffic, you own to reply in precise time," he talked about. "you may own got to convey variability into IT techniques."

Chief counsel officers, he mentioned, ought to steadiness infrastructure needs and costs and maximise components similar to storage utilisation. "Bridging between IT and traffic is fitting critical."

IBM's autonomic computing system gives predictability, he said. "or not it's complete about poignant from this reactive mode that we're in to being more predictive and proactive."

With the brand unusual Tivoli enterprise supervisor product, for example, complications are resolved in an autonomic trend. moreover, the Tivoli provider degree consultant indicates when an application is coming near carrier-stage shrink breach.

IBM is additionally integrating products such as the Tivoli identification manager, entry supervisor with IBM WebSphere Portal. Portal know-how, LeBlanc mentioned, increases challenges in entrance-conclusion interaction and raises issues as to what must regain through a firewall.

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Applying Fundamentals of Tivoli traffic Automation Management 2008

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Why automation will not engage away jobs | true questions and Pass4sure dumps

Image: Shutterstock

Image: Shutterstock

Here's an age-old paradox that comes up with every leap of technological advancement: Will automation engage away jobs from people?

Let’s start with a question that is easier to answer, because it’s in retrospect. Has automation taken away jobs from people?

You would expect the retort to exist a simple yes or no, based on data, but there’s the catch. It too depends on how they gape at it.

For centuries, many, probably most of the technological innovations own been created with an intention to replace human labor. Starting with the ancient farming equipment, privilege up to assembly lines, computing machines, ATMs, and recent technologies; the intention has been the same. The population eligible for economic activities, or “work”, has increased manifold during this time. Does that carry weight jobs own reduced? Definitely not. On the contrary, employment rates own consistently increased in each one of these areas.

Let’s engage assembly lines, for example. Assembly lines were designed to simply reduce the manual labor, but accomplished a lot more. That did not mean, however, that the number of people working in factories reduced. Granted, the number of people required to regain a car out of production might own reduced, and in most cases people were taken off the jobs they did in respective manufacturing departments.  However, what too happened is that more cars were manufactured, there was more money available to set up factories, and over time, labor-intensive jobs were upgraded or redesigned. Hence, more jobs were created.

If they talk of banking, ATMs own a similar story. These machines were designed to ‘replace tellers completely’. In effect, while ATMs became omnipresent and inevitable for complete banking, the number of tellers (or teller toil profiles) employed by banks increased manifold as well. Banks figured they could open up more branches, and in these branches the kindhearted of toil tellers did was more than just counting cash and dispensing money. They were too focusing on customers and customers' specific requirements, in turn, building more traffic for the bank. The virtuous cycle of skill upgrade and higher output sustained despite complete further advancements in technology.

What’s unusual this time?The title that recent technological advancements, especially automation, synthetic intelligence, robotics, internet of things (IoT) are a threat to jobs is an dispute that's turned on its head.

When you contemplate of the kindhearted of jobs automation replaced in the past, it was mostly in the manual labour or blue collar category. eventual yoke of decades' advancements in workflow software, content management, productivity software, traffic rules management, including the recent robotic process automation – in short, most information technologies – have, in fact, aided progress in orchestration and decision making as well. This means that not only the data entry folks, but supervision and management jobs own too been replaced by technologies.

This trend – of replacing human decision making and management skills – is further speeding up with advancements in analytics and AI, including further automation in the areas of traffic process management.

Does that carry weight that middle managers and lore workers would lose jobs? The retort is, no.

Granted, the threat is real. However, they will own to gape at the underlying pattern here. And, that pattern is - “automation primarily replaces the repetitive, mundane and routine parts of a lore worker’s job, freeing up the individual’s bandwidth to achieve the true tasks expected of the lore worker, too creating further cash flux for the traffic to grow and as a entire the scope of toil expected of people”.

The flip side of this dispute is that those with a particular manual skill are still losing their jobs. Obviously, there’s an immediate pressure on people to upgrade their skills or change working habits to achieve true lore work.  However, that is what own precisely been the expectations of traffic as well as workers, since forever. People regain bored doing the same things over and over again, and without an external impetus to better their working environment, the productivity as well as motivation goes down over time.

So, in essence, automation is not actually taking away jobs. It is only nudging people to achieve more fulfilling and progressive tasks. It is allowing businesses to create a more balanced working environment, where people can apply their undergo and decision making skills. Automation, in this sense, is a major boost to lore worker empowerment.

Net, Net;In every business, toil profiles are separated into several strata. People are still locked into mundane, routine activities, which are mostly tiring and draining. Enterprises want to scoot forward and grow, and lower productivity and demotivated workforce are huge bottlenecks. Automation frees up dormant human talent, equips enterprises to accomplish more, creates more tall value jobs and empowers lore workers.

The author is Senior Vice President Technology, Newgen Software

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CIO 100 Winners eddy Analytics Into Money-Making unusual Products | true questions and Pass4sure dumps

This year’s CIO 100 honorees collectively spent more than $502 million on their technology projects, and many of the winning efforts focus on using advanced analytics to create unusual sources of revenue, better customer undergo and increase competitive advantage.

Electronics manufacturer Celestica, for example, developed a supply chain analytics solution so beneficial, it has created a unusual line of traffic to sell the utensil to customers. GE Capital rolled out a system that enables its midsize financing customers to manage their fleet costs with predictive maintenance and fuel optimization capabilities. Procter & Gamble built mobile analytics apps that worked so well for its own sales force, it now provides the technology to its distributors and other selling partners.

“A key driver is the increasing amount of data being generated each day,” says Filippo Passerini, group president of global traffic services and CIO at P&G. “With the investments that own been made to measure traffic processes and bear the data, comes the expectation that analytics will drive actions that fuel traffic improvements,” Passerini says. “Analytics allow us to eddy this data into meaningful traffic insights so they can sequel better decisions.”

[ 2014 CIO 100 Award Winners ]

[ How They Chose the 2014 CIO 100 Winners & Judges List ]

“Anyone who wants to keep their finger on the pulse of how a company is operating is investing in advanced analytics,” says Celestica CIO Mary Gendron.

But these CIO 100 award winners are doing more than simply tracking traffic performance; they’re transforming it. And it’s not surprising that they’re using innovative analytics to execute it. According to a recent survey by traffic consultancy KPMG, 51 percent of technology executives hiss data and analytics will exist the top driver of revenue growth in the future, ahead of cloud and mobile technology.

Analytics-driven traffic change will finger every industry, says Thomas Davenport, professor of IT and management at Babson College and author of commodious Data at Work. “For 30 or 40 years, they own focused on getting transaction systems in place. Now we’ve won that war, and the unusual war is what to execute with complete of the data they own accumulated,” says Davenport. “How to sequel better decisions on it and how to create unusual products and services based on it.”

And their CIO 100 honorees are out in front spearheading the transformation. They’re learning how to successfully deploy advanced analytics and racking up early success stories. In so doing, these CIOs and their organizations embody the ethos of today’s strategic IT organization: putting themselves out in front, not toiling away in some back leeway in back of the business. Not simply coming up with solutions to traffic problems but helping the company sequel money, enter unusual markets and surpass the competition.

Starting at the End

It’s tempting to jump privilege to analytics tools. But while the technology is critical, CIO 100 winners hiss it must engage a backseat to the traffic drivers.

“You own to understand the traffic needs and then determine where technology can help,” says Passerini. As of this spring, P&G had given 5,000 sales professionals a suite of mobile apps that offer instant, on-the-go visibility into data fancy in-store sales trends for Bounty paper towels or Bounce dryer sheets.

The program has led to $8.2 million more in sales and $6 million in savings so far, and is a hit among P&G’s partners. In the past, sales folks had to drag around binders of printed—and dated—material when visiting customers. Sales reps can now access complete available data about that customer privilege before their store visit to arrive up with plans to boost sales of inescapable products or rethink the mix.

At headquarters, a marketing manager can instantly view the progress of a product launch based on a store analysis performed in the territory by sales representatives. “The faster pace of traffic requires better tools to operate in true time,” Passerini says. “By identifying a ache point, they were able to expend technology to better serve the business—and that’s what they exist to do.”

It’s censorious to own a pellucid target in intellect for analytics, says Davenport. “Even once you own narrowed the territory of application down to something fancy marketing, you still own to prioritize the choices,” he says. They could embrace segmenting customers, targeting offers, avoiding attrition, optimizing the marketing budget, and so on. “You can eventually regain to complete of these, but you can’t execute them complete at once,” he says.

Eurpac, a provider of consumer product distribution and merchandising services, introduced analytics software that helps its manufacturing and retail customers better expense their own products. The Tarot analytics system correlates retail data with information such as companionable sentiment and weather patterns. Eurpac handles consumer products—as varied as L’Oreal mascara and Weber grills—as they sequel they journey from the factory to the shopping cart. That’s 30,000 products sold by 500 manufacturers through 2,000 retail outlets.

IT identified an chance to attend Eurpac’s customers more profitably expense their products based on predicted demand. Tarot takes empirical in-house data fancy point-of-sale information and compares it to data on forces that might influence sales—weather trends that could delay garden purchases or an in-store tasting that might boost bourbon sales—to predict buying activity. “Our traffic had an objective sense of what influenced require and they translated that into something quantitative,” says Eurpac CIO Mike Skinner.

At Atlanta Public Schools, former IT director Glenn Melendez believed that with the privilege model, he could prove that some educators were better than others, to “start looking at human capital management in a entire unusual way.” (Melendez is now an lieutenant director of IT solutions delivery at Ernst and Young.)

The school system, which serves approximately 49,000 students, deployed a system for analyzing teacher effectiveness, including a dashboard that provides administrators with data to sequel decisions concerning placement, professional development and compensation.

The dashboard, which was launched in the 2011-2012 school year, predicts which teachers will own the greatest positive impact on student growth in order to focus on retention and identify teachers with lower performance who requisite help. The ultimate goal—correlating teacher effectiveness with student outcomes—will engage time to achieve, but initial results are promising. Sixth-grade math scores, for example, are up 12 percent since implementing the system.

The final traffic outcome must exist the focus from the start, says Celestica CIO Gendron. Celestica hired Gendron from the Nielsen Company in 2008, in portion because it wanted the profit of her analytics undergo in reimagining Celestica’s role in the market, she says. Using analytics, Celestica improved inventory turnover and workforce management in-house, and  began to sell the system to customers.

That’s an entirely unusual traffic — launched by IT — that helps original equipment manufacturers better manage their supply chains. In 2012, that unusual traffic helped its first customer manage a $4 billion supply chain and earned several million dollars, says Gendron.

“We didn’t try to regain the consummate data first,” she says. “That’s where we’ve gotten tripped up as an IT industry, spending millions on enterprise data warehouses and data cleansing. You don’t start with the fuel, you start with the outcome.”

That makes it easier to design out what data is required. “We gained a lot of enthusiasm that way,” Gendron explains. “That’s how analytics came to life.”

Partnering for Analytic Skills

Not surprisingly, the technology and domain expertise required to deliver successful analytics tools are in tall demand, and CIO 100 winners are employing a number of tactics to acquire the skills needed.

Analytics is “a cross between expertise and science,” says Skinner of Eurpac. The artists are the Eurpac employees in marketing or out in the field. The scientists are those in IT. Skinner created an analytics development team that blends both. Everyone was excited to exist involved in the leading edge work, he says. “The rigor was not in motivation. The rigor was finding a way to regain input from complete the experienced people because everyone has a full-time job anyway.” Skinner and his team worked around that by making it as effortless as workable to participate in ways that did not tamper with everyone’s day-to-day responsibilities.

For Melendez, formerly of Atlanta Public Schools, it wasn’t that the privilege skills were hard to find. It was that he couldn’t afford them on a public-school budget. Benefits fancy spring atomize and summers off only proceed so far. So he chose instead to train his existing staff in areas fancy Microsoft SQL Server Analysis Services. That, he says, “quite honestly, wasn’t a dismal thing. You want your resources to own the chance to learn unusual things, especially in IT.”

Celestica had done very limited analytics when Gendron came aboard, doing “rudimentary reporting at best,” she says, which meant there was less focus on envisioning what might exist workable with the company’s existing data.

But that blank slate was too a benefit. What Celestica did own was an enterprise data warehouse that had hardly been used. “The company had been collecting data for 10 years,” she says. “We were sitting on this treasure trove of insight.” Gendron decided to let traffic intelligence vendors, including IBM, MicroStrategy and SAP, own a proceed at it, inviting them to participate in a contest to perceive what they could execute with the data that could transform the company—and its customers.

Fail Fast, Learn Early

GE Capital Americas “has always been a data-centric company,” says Kelly Shen, who is CIO of traffic intelligence there. “What’s exciting now is that they own the chance to offer that to customers.” 

Shen’s IT directors and other traffic leaders sat down with the company’s midsize customers who finance their fleets with GE to find out about their ache points. Their biggest challenge was cost management. Thus, Fleet Optimizer was born. The iPad app and desktop version combine analytics and geospatial visualization to attend companies sequel better expend of their vehicles. Based on data fancy make, model, year and mileage, the app makes recommendations about preventive maintenance and fuel management.

“We had the domain expertise and technology to sequel it chance and sequel it chance quickly,” Shen says.

They got it done quickly by taking a iterative approach, using agile development processes for the first time. “Advanced analytics is best suited for this because you’re dealing with a smooth of ambiguity,” says Shen. “If you proceed through a traditional software development cycle, you perceive the data for the first time after you build something. With agile, you can start seeing things as you develop the prototype—usually days in.”

The IT group delivered the first generation of Fleet Optimizer in 72 days. “The only way to know the value of [an] analytics [system] is to regain it in front of discontinue users as fleet as possible,” she says. “Fail fast, learn early, change strategy when it’s not working.”

At P&G, taking an incremental approach enabled IT to change course to meet traffic needs. “We own been providing technology to the sales compel for more than 20 years, yet the explosion in mobile technology over the past few years gave us the chance to gape at this space and approach it in a different way,” says Passerini. “Among the biggest challenges was ensuring they could meet the broad traffic needs, yet making it effortless to use.”

IT started out thinking it would develop a sole sales compel automation app, but changed course to deliver an app ecosystem that could adapt to the different needs of each business. “This was too the first time they deployed tablet-based apps globally,” he says. “We had to navigate technology availability across the world and create unusual processes.”

Modular is the way to proceed when delivering analytics capabilities, agrees Celestica’s Gendron. The first time the company offered its supply chain analytics to a commodious customer, it attempted to provide a replete supply chain analytics suite. The customer was overwhelmed. So Celestica reworked the software so that customers could buy the system in components. “People requisite to learn to walk before they can run,” she says.

Building Analytics Acceptance

For complete the excitement around advanced analytics, the notion of machine-made predictions or management by algorithm can intuition significant imbue and reticence among users.

“You regain a lot of skepticism and fear, especially in public education,” says Melendez. That’s one of the reasons Atlanta Public Schools used a $10 million accord from the Bill and Melinda Gates Foundation, rather than public funding, to finance a system that correlates student outcomes with teacher performance. It’s too why Melendez and his team heavily involved teachers and administrators in the development of the system, which began with a prototype in 2009.

“This was not done in some back leeway with us emerging one day saying, ‘Here’s your unusual model. Best of luck!’ That’s not the way they did it,” explains Melendez. “We took a yoke of years to regain input from their principals and educators.”

A year of working sessions with district representatives led to a year of modeling and building a prototype that was used as a pilot. Then IT tweaked the model based on feedback. “There was lots of tryst and back-and-forth.”

At Eurpac, users were embedded in the development team, and the analytics pricing software was developed in such a way that by the time the system was ready to roll, “they accepted it as their own work,” says Skinner. “It wasn’t something that was prescribed to them.”

IT Steps Up

Starting with an discontinue result in mind, taking an incremental approach and involving users intimately in development has enabled these CIO 100 winners to deliver significant benefits to their businesses from their analytics efforts.

At Eurpac, analytics success is defined by “how quickly they can generate superior insight so they can beat the competition or so when the discontinue customer goes to the shelf, they achieve for your brand over another,” says Skinner. By those measures, it’s working. But, he says, “the biggest benefits are beyond quantifiable, they’re strategic.” Eurpac has won unusual clients specifically as a result of its advanced analytics capabilities, including Jose Cuervo and Microsoft, which came to Eurpac from a competitor, he says.

Those kinds of traffic results own raised IT’s profile at these winning companies, and ultimately resulted in unusual ways of working not just with the business, but as one with it. “The entire divide between IT and the traffic and external customers? We’ve knocked down those walls,” says Shen.

The Fleet Optimizer is just the first in a line of analytics products the company plans to sell to customers. IT is developing similar products for original equipment manufacturers and marine industry dealers, helping them create the privilege product mingle based on demographics or external conditions, fancy macroeconomic trends and weather. “We recognize the requisite for roles and responsibilities, but we’re complete collaborating,” Shen says. “We’re complete interacting with customers at the advisory board meetings. We’re not working behind the business.”

Prior to IT’s introduction of advanced supply chain analytics at Celestica, the organization was seen as an enabler of the business. With this project, “IT stepped up and became a leader,” says Gendron. For example, the supply chain analytics traffic is staffed by IT professionals who sell and service the product. “By bringing IT closer to the customers, we’re not only running a more effectual internal IT organization, but changing the company’s role in the marketplace.”

“That’s the mighty lesson from online companies in Silicon Valley fancy Google and LinkedIn—you can engage complete this data, anatomize it, and sequel it into products and services that you can either sell to customers or expend them to sequel your other offerings more attractive,” says Davenport.

At Atlanta Public Schools, teacher tenure—always a hotly debated issue—used to exist based on years served. But, Melendez says, “number of years did not necessarily correlate to teacher effectiveness. Now they can gape at student outcomes to merit tenure.” Administrators can now create educator teams, pairing up tough teachers with weaker ones and elevating the overall team.

These award-winning analytics applications are just a first step in harnessing data to better business. “As you start to roll this out, you can start to dream about next steps. You can start to gape at complete kinds of correlations,” says Melendez. “I don’t know that you ever regain to a point where you’re finished.”

The application of analytics to transform the traffic is an evolution, not a revolution, says Gendron: “It’s an ever-changing world and you’ve got to keep your eyes wide open.”

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