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000-578 exam Dumps Source : Fundamentals of Applying Tivoli Service Availability and Performance Management Solutions V3

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: 120 existent Questions

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IBM IBM Fundamentals of Applying

After a Disastrous Run, IBM stock is just too inexpensive to ignore | killexams.com existent Questions and Pass4sure dumps

It’s in reality been an horrible hurry for IBM (NYSE:IBM). exotic traffic Machines stock has been hammered on the grounds that early October, falling 25% at one point. IBM stock touched a 9-yr low at one point before a modest rebound.

Admittedly, there are some reasons for the pullback. even though IBM stock looked exceedingly cheap earlier than the declines, Q3 earnings disappointed, with earnings growth again turning negative after three quarters of raises.

at the quit of October, IBM agreed to purchase purple Hat (NYSE:RHT) for $34 billion in cash, an acquisition the market seems to dislike.

common debilitated spot in tech shares probably added to the drive. Mature, low-increase tech plays enjoy Cisco methods (NASDAQ:CSCO) and Oracle organization (NYSE:ORCL) own pulled back as smartly. Neither inventory, of path, has seen declines enjoy that of exotic enterprise Machines inventory.

IBM’s performance admittedly has been disappointing. I argued as these days as August that IBM gave the leer of a buy, writing that “I’d be greatly surprised” to peer IBM exchange lessen than $a hundred twenty five, at which factor it might present a 5%+ dividend yield.

IBM is beneath $a hundred twenty five, and that i am slightly shocked. and i assume the promote-off in IBM inventory has long past too a ways.

Is IBM a cost trap, or a worth Play?

basically, IBM is low-priced. It trades at below 9x consensus 2019 EPS estimates. Free cash current assistance for this 12 months suggests the very assorted according to free cash circulate.

With IBM management guiding for pink Hat to be accretive to the ~$12 billion FCF determine, that assorted may silent topple even additional next year. And it leaves considerable leeway for IBM to pay out its present ~$6 billion in dividends.

So the simple controversy here seems moderately light to make. red Hat itself adds roughly two elements of income extend a yr, helping to stabilize the company going forward. IBM stock is priced for a decline when it comes to each earnings and free money stream.

The dividend should be moderately safe; there doesn’t seem to be leeway for a condition enjoy that of accepted electric (NYSE:GE) where difficult debt leads to a dividend reduce. Even with the purple Hat deal, IBM’s debt (and pension) load continues to be manageable.

however that basic case itself highlights the scholarship casual here. The market in frequent, and this market exceptionally, isn’t leaving fine businesses sitting round with a 9x P/E and a 5%+ dividend yield, even after some simultaneous debilitated point. IBM stock didn’t hit a 9-year low because the market wasn’t paying attention. The market changed into.

The dangers to IBM stock

the basics privilege here insinuate that traders are pricing international enterprise Machines as if it own been a declining enterprise. searching backward, it is. income fell yr-over-12 months for 23 consecutive quarters earlier than remaining yr’s this autumn. working margins own compressed over that duration.

And so the simplest tolerate case for IBM at the jiffy is in keeping with a lone question: even with pink Hat, what’s diverse? The controversy for purchasing IBM going again to 2012 has been, pretty much, that the stock is too low priced if it can stabilize earnings and margins. That bull case has been appropriate, however IBM hasn’t been capable of achieve that stabilization.

Even the decent information of the ultimate few quarters doesn’t leer always that good. IBM’s centered areas of growth (which it refers to as “strategic imperatives”), enjoy cloud and AI, own increased revenue 13% over the eventual 12 months. those classes force roughly half of earnings, which is first rate news.

The inferior information is that IBM on the entire has grown profits a bit over 2%. That in whirl suggests the leisure of IBM is seeing income topple whatever enjoy 8%. And the modest margin pressure on the enterprise indicates that IBM is relocating from more desirable sales to weaker sales. It’s making an attempt to ensnare up in cloud  while seeing its mainframe company, as an example, wither away.

And on that entrance, Q3 actually become disappointing. Cognitive options (which homes the widespread Watson) earnings declined in constant currency for the second straight quarter. systems boom of 1% become a wonderful deceleration. The Q3 record harm the case privilege here. And with more difficult comparisons on the manner for the subsequent three quarters, investors likely can’t forecast too tons in the manner of fireworks any time soon.

nonetheless fascinating

So IBM bulls own to own their eyes open to the competencies downside. That noted, $121 does leer too low cost for IBM inventory. The pink Hat deal might had been too pricy, but I believe Luke Lango, who made a forceful case for the strategic cost of the acquisition. And with IBM having lost about $30 billion in market cap given that early October, IBM stock has more than priced within the expense tag.

The dividend looks safe within the mid-term. The stability sheet is protected. And eight-9x profits and free cash stream gives the traffic lots of flexibility to either pay off the red Hat-linked debt or ramp up shareholder returns.

extra important, these multiples enact trade the bull case privilege here just a little. The controversy for the final few years turned into that if IBM stabilized, the stock would proceed up. At these degrees, if IBM stabilizes, the stock can soar.

anything enjoy 13x $13 in 2019 EPS gets the stock to ~$a hundred and seventy – about forty% upside even before the dividend. The market now is pricing in the simultaneous vogue which makes some feel. but that likewise capability traders aren’t accounting for what occurs if the crimson Hat deal became a very kindly one and IBM’s turnaround at eventual takes cling.

As of this writing, Vince Martin has no positions in any securities mentioned.


IBM and Columbia tuition Launch Two Accelerator programs for Blockchain Startups | killexams.com existent Questions and Pass4sure dumps

ny metropolis – WEBWIRE – Thursday, November 22, 2018

 IBM (NYSE: IBM) and Columbia tuition these days introduced two current accelerator classes to construct and scale the subsequent era of blockchain innovation. As key accessories of the Columbia-IBM core for Blockchain and records Transparency, the accelerators will offer entrepreneurs and blockchain community founders around the world access to the expertise and resources they deserve to set up blockchain networks.

The classes will every advocate ten startups which are working to build out blockchain groups and establishing traffic blockchain networks. As a section of every application, individuals will ascertain highest property practices for constructing a blockchain community with technical, academic and traffic mentors from IBM and Columbia. they're going to own access to agile design workshops from IBM, an experienced community of company and technical guide, connections to the Columbia research neighborhood and scholar talent swimming pools, traffic value design guidance and entry to IBM Cloud expertise during the application. 

The goal of these courses is to assist network founders strengthen their ideas into sustainable and scalable businesses offering blockchain solutions. For those already additional alongside in their experience, the courses are designed to advocate them obtain scale and construct a hit enterprise networks. As blockchain expertise continues to develop in popularity, its cost is tied to the electricity of the networks that consume it. by using helping organizations build scalable options, the courses can foster meaningful traffic blockchain adoption and force enterprise efficiencies throughout industries.

“The probabilities introduced by means of blockchain technology are seemingly endless, and they are seeing tough dedication by using technical skill to construct online game-altering functions,” mentioned David submit, Managing Director, IBM Blockchain Accelerator. “what is likewise needed to in fact bring forth this sea trade is the confiscate technology and capabilities which is why IBM is working with Columbia to advocate give these early- and mid-stage founders a means to build commercial enterprise-grade networks that can stream blockchain innovation ahead.” 

The IBM Blockchain Accelerator  is designed for later-stage extend companies globally and concentrated on constructing out an traffic company network and client foundation for his or her blockchain software. this could acquire residence over about eight weeks with a combination of in-person modules in astronomical apple and San Francisco, in compund with digital programming, to ensure that founders can acquire section while devoting time and power to scaling their businesses. 

The Columbia Blockchain Launch Accelerator is designed for pre-seed, conception-stage corporations with a Columbia or different identified astronomical apple metropolis-based tuition affiliation. this could acquire location on-website in astronomical apple city for about eight weeks, the residence founders will obtain tools and working towards on the course to build a blockchain startup. this is the sixth accelerator application hosted by course of Columbia that focuses on pre-seed founders. 

“Columbia school has efficaciously launched several expertise accelerators in long island city, however this their first in partnership with a company it's a transparent traffic chief in the box,” observed Satish Rao, government Director, Columbia Blockchain Launch Accelerator. “Early- and late-stage groups will absolutely capitalize from IBM’s expertise elements, potential and centered network coupled with Columbia’s ground-breaking research and skill in blockchain and records transparency, each and every whereas making the most of swiftly turning out to be NYC blockchain communities.”

both courses will supply agencies entry to expertise and functions valued at about $400K per business. Nominations for the IBM Blockchain Accelerator are now open. functions for Launch will open in January 2019. IBM and Columbia don't acquire fairness nor can impregnate a impregnate for taking section in either of these classes.

About IBM Blockchain

IBM is identified as the main traffic blockchain company. The company’s analysis, technical and company specialists own broken barriers in transaction processing speeds, developed essentially the most superior cryptography to cozy transactions, and are contributing tens of millions of lines of open source code to strengthen blockchain for groups. IBM is the chief in open-supply blockchain solutions built for the commercial enterprise. considering the fact that 2016, IBM has worked with a all bunch of customers throughout fiscal functions, give chain, govt, retail, digital rights management and healthcare to implement blockchain purposes, and operates a few networks running reside and in construction. The cloud-based IBM Blockchain Platform grants the end-to-conclusion capabilities that consumers should privilege now spark off and correctly enhance, function, govern and secure their own enterprise networks. IBM is an early member of Hyperledger, an open supply collaborative pains created to boost go-business blockchain applied sciences. For extra suggestions about IBM Blockchain, visit https://www.ibm.com/blockchain/ or keep us on Twitter at @ibmblockchain.

About Columbia university

among the many world’s leading research universities, Columbia college in the metropolis of manhattan perpetually seeks to enhance the frontiers of scholarship and foster a campus community deeply engaged in the knotty issues of their time through instructing, research, patient care and public carrier. The institution is constituted of 16 undergraduate, graduate and knowledgeable colleges, and 4 affiliated colleges and seminaries in manhattan, and a wide array of research institutes and world facilities around the globe. more than 40,000 college students, award-profitable faculty and knowledgeable personnel silhouette the university’s underlying values and commitment to pursuing current capabilities and teaching informed, engaged residents. established in 1754 as King’s college, Columbia is the fifth oldest establishment of better learning in the u.s.. www.columbia.edu

Columbia university helps entrepreneurship with a confirmed listing of launching task-backed startups, together with more than 200 businesses in response to Columbia’s highbrow property and eight technology lab-to-market accelerators operated by course of Columbia expertise Ventures.   The records Science Institute and Columbia Engineeringare joint partners within the core for Blockchain and information Transparency, which, besides its research and training mission, supports innovation via its accelerator classes. 

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a further architect of IBM’s fitness care strategy leaves the enterprise | killexams.com existent Questions and Pass4sure dumps

IBM is losing a exact govt who led its efforts to keep simulated intelligence to fitness care and different industries.

David Kenny is leaving IBM to become CEO of Nielsen Holdings, the company that tracks media and television ratings. As senior vice chairman of cognitive options at IBM, he had been amenable for establishing products in fitness care and safety, among different areas, and picking out current areas of boom for the enterprise.

His departure follows the removal of Deborah DiSanzo as supervisor of the enterprise’s Watson fitness division, whose monetary efficiency has suffered because of a coalesce of technical complications and strategy missteps.

commercial

Kenny worked out of Watson health headquarters in Cambridge, Mass., and helped the traffic appeal to current traffic within the $7 trillion international health care market, which is seen as a key enviornment of future extend for IBM. The division sells artificial-intelligence-primarily based items to advocate doctors fulfill cancer medicine suggestions, in shape patients to scientific trials, and resolve information for drug businesses and hospitals, among other initiatives.

STAT has reported that those products own didn't capitalize common uptake because IBM has struggled to execute on its contracts with quite a number purchasers. Its signature cancer product, Watson for Oncology, gave inaccurate and hazardous remedy innovations whereas IBM became advertising and marketing it to valued clientele worldwide, in line with inner files reviewed through STAT. And the enterprise has additionally struggled to fix complications with Watson’s natural language processing capabilities, a core feature crucial to read medical information and bring promised insights to fitness care providers and drug makers.

IBM spokesman Edward Barbini issued a quick observation on Kenny’s departure: “David is returning to his roots as a purchaser media company CEO,” the statement talked about. “It’s not miraculous that David has been closely recruited for such roles, and they would enjoy him the most desirable.” Barbini did not indicate no matter if IBM will searching for a successor for Kenny, epigram simplest that John Kelly, an extra senior vice president at the enterprise, will proceed to oversee the cognitive options division, which contains the Watson-branded items.

Kenny will be a section of Nielsen Holdings valuable Dec. 3. That enterprise is struggling to recoup from a keen drop in its stock rate and is making an attempt to refocus its method.

prior to joining IBM, Kenny turned into CEO of the weather enterprise and worked for a brace of digital advertising and marketing organizations.

Casey Ross

country wide know-how Correspondent

Casey covers the businesses disrupting biopharma and fitness care.


000-578 Fundamentals of Applying Tivoli Service Availability and Performance Management Solutions V3

Study steer Prepared by Killexams.com IBM Dumps Experts


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000-578 exam Dumps Source : Fundamentals of Applying Tivoli Service Availability and Performance Management Solutions V3

Test Code : 000-578
Test appellation : Fundamentals of Applying Tivoli Service Availability and Performance Management Solutions V3
Vendor appellation : IBM
: 120 existent Questions

do not forget to keep these existent test questions for 000-578 exam.
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Fundamentals of Applying Tivoli Service Availability and Performance Management Solutions V3

Pass 4 certain 000-578 dumps | Killexams.com 000-578 existent questions | http://morganstudioonline.com/

Business Application Software analyzes systems performance. | killexams.com existent questions and Pass4sure dumps

Press Release Summary:

FactFinder(TM) v3.0 enables users to monitor/manage application system performance and troubleshoot system components in physical, virtual, or cloud environments. It analyzea performance via AppSmart(TM) technology which, names URL sets, hostnames, and application pools, and provides system dependency maps to measure load curves for capacity planning. Scaling to thousands of servers, program likewise drills down into individual application systems of up to 250 servers.

Original Press Release: BlueStripe Software Only Provider to Allow Monitoring and Measuring of Application Service Requests across Entire Application Systems in Any Environment - Physical, Virtual, or Cloud

FactFinder(TM) 3.0 monitors production traffic application systems, identifies slowdowns, and delivers service request response time performance metrics, hop-by-hop, across entire application systems

RTP, N.C. - September 15, 2009 - BlueStripe Software today announced FactFinder 3.0, the only Application Service Management (ASM) solution that enables Service Delivery, IT Operations, and Application advocate teams to monitor and manage application system performance and troubleshoot system components across any application environment: physical, virtual, or cloud. This capability radically improves IT operations' faculty to quickly isolate and identify causes of unhurried applications by delivering real-time, hop-by-hop, visibility into captious service request performance metrics across heterogeneous environments.

FactFinder uniquely provides application service request performance metrics across tiers and between nodes, at the process-level, for each application component across an entire application system. FactFinder manages applications as plenary systems, isolating requests for discrete systems enabling Service Delivery and Application Managers to better meet service-level requirements. When application components are spread across different platforms - physical, virtual and cloud - FactFinder identifies the application and provides the visibility needed to ensure proper application performance.

"Multi-tier application systems own layered architectures that fulfill monitoring IT service levels and aligning them with traffic performance extremely complicated," said Milind Govekar, research vice president, Gartner, Inc. "The challenge of managing these systems signifies that application advocate needs to become more systematic, as ITIL and ITSM, in theory, address. Solutions that track production application performance and resolve individual components will expedite IT service initiatives and unlock more traffic value."

FactFinder, using BlueStripe's patented AppSmart(TM) technology, delivers unprecedented visibility into application systems by automatically generating real-time Application System Maps, providing live views of application requests across tiers and components, and delivering load curve analysis to know how applications will scale. These monitoring capabilities provide the facts IT advocate teams necessity to resolve production application performance across any application environment. Key current features in FactFinder 3.0 include:

o Automatic Application System Identification: In 10 minutes, FactFinder, using AppSmart Technology, automatically maps application transaction systems and highlights discrete systems within the IT infrastructure, naming URL sets, hostnames and app pools for monitoring and enjoy a shimmer triage. System dependency maps measure real-time load curves for proactive capacity planning.

o Application Transaction System Monitoring: Provides a dashboard of multiple applications, including URL-level visibility and hop-by-hop service request response times at every even across application tiers.

o Rewind Problem Replay: In addition to FactFinder's existing real-time & historical problem analysis, FactFinder's current Rewind capability gives a "black-box flight recorder" for application server platforms, enabling complete replay of application problems for systems not already under monitoring.

o Enterprise Fleet Scaling: Scales to thousands of servers across physical, virtual and cloud platforms, and drills down into individual application systems of up to 250 servers for complete visibility of response times and component usage across an enterprise. Federates multiple FactFinder deployments for problem solving collaboration.

Real-World Data for Pragmatic ITSM Application Management

FactFinder delivers the key performance indicators, including service request response times, of applications that span multiple technology silos that ITSM Service Delivery Managers own been seeking to help application service. With the faculty to monitor business-critical production applications in existent time through FactFinder, enterprises own the actionable data they necessity to quickly locate performance degradation and help IT service to the business.

"FactFinder 3.0 focuses on individual applications amongst the sea of system components their customers are charged with managing," said BlueStripe Co-Founder and CEO Chris Neal. "By monitoring the overall application system, FactFinder makes it easier for each and every levels of advocate teams to fulfill sense of knotty applications that cross different platforms. It only takes one overloaded server or poorly configured cloud service in the chain of an application system to handle end-user response time and lose revenue. The BlueStripe mission is to succor their customers resolve application slowdowns wherever they occur, whenever they occur."

Find the Facts on BlueStripe and ITSM

o FactFinder 3.0 will fulfill its debut at the itSMF USA Fusion 09 conference on September 20-23, 2009, in Dallas, Texas. Press and analysts interested in a demonstration or briefing at the event should contact Toni Iafrate at bluestripe@daviesmurphy.com.

o BlueStripe Co-Founder and COO Vic Nyman will likewise present as section of a webinar on ITSM strategies hosted by Senior Analyst Glenn O'Donnell of Forrester Research on September 18, 2009. Register for the event at bluestripe.com/resources/media/forrester-itsm.

o Download a complimentary copy of "Troubleshooting Application Slowdowns" white paper: bluestripe.com/resources/thought-leadership/whitepapers/aberdeen-summary.html.

Availability and Pricing

The current FactFinder 3.0 is available surge September 22, 2009. Pricing starts at $10,000. Product trials will be available at bluestripe.com.

About BlueStripe Software

BlueStripe Software provides the only Application Service Management (ASM) solution that gives IT Organizations the visibility into exactly what IT components fulfill up significant traffic applications, where the application service requests proceed in those systems, and exactly where the requests are spending time and why. BlueStripe's flagship product, FactFinder, provides 24x7 monitoring and problem management for significant production applications across any application architecture, across any server platform: physical, virtual, or cloud.

Based in the Research Triangle Park region of N.C., BlueStripe is led by an executive team that has built some of the industry's leading enterprise application management companies, including Wily Technology, Relicore, Computer Associates, Remedy and IBM/Tivoli. For additional information, delight visit bluestripe.com.

Related Thomas Industry Update Thomas For Industry

Service portfolio management: Helping IT find back to traffic | killexams.com existent questions and Pass4sure dumps

IT organizations own organize much success implementing project and portfolio management (PPM) processes to better align IT projects with traffic goals. Now, more mature organizations are adopting service portfolio management (SPM) practices to succor IT provide more transparency and a better focus on the services that deliver the most value to the business.

Service portfolio management, section of version 3 of the IT Infrastructure Library, helps achieive ITIL's mission of managing the entire service lifecycle, from request to retirement. As outlined in ITIL v3, the SPM approach allows IT to focus on being a service provider to the business, offering and managing a comprehensive set of IT services.

Here is an introduction to service portfolio management -- what it is, when companies typically inaugurate to consume it, and how it interrelates with PPM:

What is service portfolio management?

SPM is one of the 14 processes within the service lifecycle approach of ITIL v3. It's defined as "the process amenable for managing the service portfolio. Service portfolio management considers services in terms of the traffic value that they provide."

Organizations that consume service portfolio management are looking for ways to add value to the traffic and meet customer needs through various technology services. In turn, many IT shops that consume SPM find themselves pondering a number of business-based questions they didn't inquire before, such as who is the customer, why should they buy this service from us, and what are their strengths and weaknesses?

A service portfolio includes three categories of services based on the service lifecycle:

  • The service pipeline: For services in the planning or evolution phase.
  • The service catalog: Includes services that are currently deployed or ready for deployment.
  • Retired services: Those that are no longer active.
  • When enact companies typically employ SPM?

    Most companies that consume ITIL rarely implement the service portfolio management process first. Processes enjoy change, problem and incident management are usually implemented first because they are quicker to set up and easier to achieve quick wins. SPM is a harder sell because it requires a greater investment in tools and resources and works best with a more mature ITIL culture

    A company with a mature ITIL culture is usually one that "has adopted the concept of managing against IT services using common (across both internal and external IT groups) management processes and practices," said Troy DuMoulin, assistant vice president of product strategy at Pink Elephant, an ITIL consultancy. "It is likewise defined as an organization that has moved beyond the reactive operations and transition processes and begun to help the proactive processes of service transition, design and strategy."

    Companies that own a kindly understanding of how technology can help traffic processes own more success with SPM. According to DuMoulin, financial, medical and manufacturing companies own organize the most success to date in using SPM.

    The jiffy of a service catalog

    A typical service catalog includes apropos information about the various services that IT offers, including related service-level agreements (SLAs), who can fulfill the request, how much it will cost and how long it will acquire to deliver. For example, a traffic department could request data focus hosting for a current application at a cost of $500 per month and expect it to be online within four weeks. A service catalog standardizes both the ordering and fulfillment process for an IT service so traffic users don't dissipate time figuring out how to find something, and IT is more productive and doesn't dissipate time or money by being inefficient or duplicating resources.

    "Through the service catalog, there can now be a meaningful dialogue between IT and the business, what services they offer and service levels required," said Craig Symons, a vice president at Forrester Research Inc. "This likewise results in a more efficient and effective IT organization."

    Once an organization has a service catalog, it can then inaugurate managing its services as a portfolio. The service catalog is only one component of SPM. "The actual process of SPM is to ensure that the services can [be] and are delivered, meet the service-level criteria (SLAs), are provided in a cost-competitive way, and meet the needs of the organization," said Symons.

    SPM vs. PPM

    In today's economy, most organizations are doing some configuration of project and portfolio management. But experts disagree that PPM is most effective in organizations that likewise result SPM practices.

    When companies consume PPM without SPM, "the projects hurry and are delivered into an environment that's chaotic and less mature," said DuMoulin. "PPM is an output or child of SPM."

    Some esteem PPM the execution arm for SPM. IT uses PPM to select and implement IT projects, but not to manage them once they are delivered. Service portfolio management is an ongoing process and focuses on the entire lifecycle of a service, with an accent on constant service improvement.

    Barclays Global Investors uses both PPM and SPM. Its project management office uses PPM and the IT group manages SPM, according to Nilesh Patel, director of infrastructure service management, enterprise technology services. Using SPM, "IT's view is really about transparency and what is coming down the pipeline into IT," said Patel. "PPM is used for project prioritization and to start and quit projects. And the goal of SPM is to labor with the traffic to remark what's coming."

    For Patel, the disagreement between PPM and SPM is the traffic focus. "SPM is about working with the business," he said. "PPM could be focused on a bunch of IT projects -- but not necessarily traffic projects."

    Tools to manage your service portfolio

    One understanding that SPM hasn't been more widely adopted is its expense. "There's a huge investment to be made here -- specifically, in tools for metrics," said DuMoulin.

    Through the service catalog, there can now be a meaningful dialogue between IT and the business, what services they offer and service levels required.

    Craig Symons, vice president, Forrester Research Inc.

    To succeed with SPM, companies necessity to find better at measuring the performance of current services. IT organizations necessity tools that will provide accurate information about the availability, risks and security issues surrounding each and every of the services they offer.

    In addition to tools for metrics, there are monitoring tools, aggregation tools and multi-domain tools. Single-domain/platform tools are used to monitor servers, networks, mainframes, databases, etc. Aggregation tools succor aggregate the data from single-domain type of tools into a common system or business-service view. Multi-domain and multi-platform-monitoring tools are used to map relationships, haul in external data sources and provide a common systems/business view for users.

    Some vendors offering these types of traffic services management or integrated IT management tools comprehend Cognos, Mercury and Tivoli.

    Some organizations, including Barclays Global Investors, consume specific tools to manage the workflow around their service catalogs. Patel's IT organization uses newScale Inc.'s PortfolioCenter as well as its other service catalog solutions. "We currently consume newScale to fulfill the defined services actionable," said Patel.

    "We define the services, who are the owners, costs associated and establish them [the services] in their service catalog. NewScale's product handles the workflow to fulfill certain the recipient receives their service -- whether it's application hosting, storage or ordering a laptop." Other providers of service catalog tools comprehend Digital Fuel Technologies Inc. and Apptio Inc.

    But the instrument question is secondary to the process and culture changes, according to David Moskowitz, an ITIL and ITSM consultant and trainer. "The goal of SPM is to morph the organization from IT centric to traffic centric," he said.

    Let us know what you assume about the story; email editor@searchcio.com.


    Infrastructure as a Service Cloud Concepts | killexams.com existent questions and Pass4sure dumps

    This chapter is from the reserve 

    This section explores some of the consume cases driving cloud computing. Cloud computing offers many advantages that are significant for individual consume cases. Infrastructure virtualization likewise opens up current possibilities and IT assets that traditional computing does not use. Finally, operating in a public Internet environment offers current collaboration possibilities while likewise introducing security challenges. remark “Use Cases and Interactions for Managing Clouds” [Distributed Management assignment Force, 2010] for more detail on consume cases.

    Actors

    A number of actors collaborate together in cloud consume cases. esteem this basic list.

  • Cloud service developer—Develops software and other assets for consumption on the cloud.
  • Cloud service consumer—Requests cloud resources and approves traffic expenditures. Cloud service consumers can comprehend users, administrators, and traffic managers.
  • Cloud provider—Provides a cloud service to consumers.
  • Web Site Hosting

    Operating a web site that requires database access, supports considerable traffic, and possibly connects to enterprise systems requires complete control of one or more servers, to guarantee responsiveness to user requests. Servers supporting the web site must be hosted in a data focus with access from the public Internet. Traditionally, this has been achieved by renting space for physical servers in a hosting focus operated by a network provider far from the enterprise’s internal systems. With cloud computing, this can now be done by renting a virtual machine in a cloud hosting center. The web site can fulfill consume of open source software, such as Apache HTTP Server, MySQL, and PHP; the so-called LAMP stack; or a Java™ stack, each and every of which is readily available. Alternatively, enterprises might prefer to consume commercially supported software, such as WebSphere® Application Server and DB2®, on either Linux® or Windows operating systems. each and every these options are possible in IaaS clouds and, in particular, in the IBM SmartCloud Enterprise.

    Figure 1.1 shows a consume case diagram for this scenario.

    Figure 1.1

    Figure 1.1. consume case diagram for hosting a web site on the cloud

    When structure the web site, the developer needs to create a virtual machine instance that will host the web and application servers needed. The developer can rescue an instance to an image when the evolution of the site reaches a certain point or just for back-up purposes. Usually an administrator does not want to consume an instance that a developer created. However, the administrator needs to know the hosting requirements in detail and might consume an image that the developer saved or scripts that a developer created, as a starting point. In the process of maintaining the web site, an administrator might necessity to add storage and clone storage for back-up purposes. After cloning, the administrator might want to copy the data to some other location, so having it offline from the production web site would be an advantage. From the users’ perspective, users will be unaware that the web site is hosted in the cloud.

    The activities of the developer and administrator can be accomplished via a console with a graphical user interface, such as the one the IBM SmartCloud Enterprise provides. However, as time passes, many regular cloud users will automate with scripts. Command-line tools are exemplar for these power users because they execute much faster than a user can click a mouse and navigate pages. Many power users own cheat sheets for common operations, such as installing software and patches, that they can retrieve and edit as needed. They can rescue scripts for creating instances, saving images, and performing other operations along with the rest of the script collection.

    The main handicap of using the cloud for this consume case is that renting a virtual machine in a location where it is accessible from the Internet is considerably cheaper than placing physical machines in a data focus accessible from the Internet. Other cloud advantages likewise apply to this consume case, including the rapid faculty to substitute in a current virtual machine for a server experiencing a hardware fault.

    Short-Term Peak Workloads

    In the retail industry, workloads arrive in short peaks at certain times of the year (notably, at Christmas) or coincide with advertising campaigns. Quickly adding capacity during these times is important. With their elastic faculty to add servers as desired, clouds are exemplar in this situation. Monitoring is significant because user traffic varies from year to year based on economic conditions and other factors that fulfill predicting the workload difficult. The IBM SmartCloud Enterprise includes an IBM Tivoli Monitoring image in the catalog that can be helpful. Along with other images in the catalog, it can be rented for as long as needed, and no installation is necessary. motif 1.2 shows a consume case diagram for this scenario.

    Figure 1.2

    Figure 1.2. consume case diagram for monitoring peak workloads

    As in the previous consume case, each and every actions required to enact this can be done in the console graphical user interface. However, scripts avoid repetitive labor and rescue administrators time.

    The main handicap of the cloud in this consume case is its elastic scalability.

    Proof-of-Concept

    Enterprises usually enact proof-of-concept or pilot studies of current technologies before committing to consume them. External IT consultants are often invited to enact these proof-of-concepts. The consultants are typically under a lot of pressure to deliver a great quantity of computing capacity in a short era of time. If they enact not own prior sustain in this area, they generally own exiguous hope of succeeding. Assets that they can acquire from job to job are critical. The cloud can fulfill this easier by allowing saved images to be reused directly and to allow consultants and enterprise users to easily participate the very network space. This solution is a better one than requiring the consultant to transport physical machines, install everything on her or his laptop, or install each and every the software on-site at the enterprise in a short era of time.

    Figure 1.3 shows a consume case diagram for this scenario.

    Figure 1.3

    Figure 1.3. consume case diagram for a proof-of-concept on the cloud

    Working in a public cloud environment with advocate for user administration is captious here, to allow the enterprise to add an account for the consultant. Alternatively, the consultant could consume his or her account space and simply allow access via a network protocol such as HTTP. If the enterprise likes the proof-of-concept, it might want to consume it long term. It can stride it to the company’s private network by saving an image and starting up an instance on its virtualization LAN. Table 1.2 compares a traditional proof-of-concept and a proof-of-concept on the cloud.

    Table 1.2. Comparison of Traditional and Cloud Environments for a Proof-of-Concept

    Traditional

    Cloud

    The consultant travels to the customer site.

    The consultant works over the Internet.

    The customer gives the consultant access to the enterprise network, theme to an approval workflow.

    The customer gives the consultant access to the cloud with account or specific virtual machines with cryptographic keys.

    Customer procures hardware for the pilot.

    Customer creates an instance with the self-service interface.

    The consultant works independently.

    The consultant pulls in experts for elevated availability, performance, security, and so on for a few hours, as needed.

    The consultant cannot connect his or her laptop to the enterprise network and instead must consume only tools that the customer makes available.

    The customer can consume her or his favorite application lifecycle management tools on a laptop or available on the cloud.

    The consultant installs everything from scratch.

    The consultant starts up instances from prebuilt images.

    The server is repurposed after completion.

    Server instances are saved as images, and running instances are deleted.

    The cloud enables a different set of deliverables for proof-of-concept, pilot, beta programs, and consulting projects. In traditional environments, enterprise network constraints (especially security issues) often require consultants to labor with unfamiliar tools. This results in written reports documenting deployment steps and best practices that customers cannot easily consume. In other situations, consultants are left in a permanent advocate position long after the project has “finished.” The cloud enables a different set of deliverables, including virtual machine images, deployment topology models, and software bundles, as shown Table 1.3.

    Table 1.3. Comparison of Traditional and Cloud Project Artifacts

    Traditional

    Cloud

    Software installation program (time consuming to develop)

    Virtual machine image (capturing an instance with the click of a button)

    Written reports summarizing deployment steps

    Deployment topology models, automation scripts

    User documentation written from scratch

    Documentation reused from criterion images

    Configuration files in mixed locations

    Asset added to cloud catalog

    Difficult advocate process

    Support via remote access to cloud

    The primary advantages of the cloud for this consume case are elastic scalability, access from the Internet, and the capability to rescue and reuse projects assets.

    Extra Capacity

    In this scenario, the IT department runs out of computing resources, delaying in-house projects. The department rents resources on the cloud to meet the shortfall. A virtual private network is used to connect to a private virtual local region network (VLAN) in the cloud to the enterprise network.

    Open Source/Enterprise Collaboration

    Recently, enterprises own embraced the thought of open source. However, this is best done in a controlled way. An organization might be unwilling to host an open source project on SourceForge or Apache but might want to consume open source in a more controlled way. By hosting the project itself on the cloud, the enterprise maintains complete control over the project while silent gaining the advantages of an open source model.

    Outside contributors can fulfill consume of these advantages:

  • Be given user accounts without granting access to the enterprise’s internal IT systems
  • Use a common set of evolution tools hosted on the cloud
  • Storage System for Security Videos

    Some application domains consume huge amounts of data. Video files are one example. In addition to the files themselves, a management application must allow the videos to be accessed and store additional metadata about them. Hadoop, a freely available open source distributed file system capable of storing huge amounts of data, might fulfill the storage needs of such a security video management and access system. IaaS clouds are an exemplar platform for hosting Hadoop and being able to add nodes to the cluster on demand.

    Business Scenario: IoT Data Hosting Provider

    To tie together the information presented in this book, this section describes how it can be used in a traffic scenario. In this situation, the company IoT Data provides a hosting service for Internet-connected devices to store data. IoT Data’s traffic services comprehend the following:

  • Registering devices
  • Storing data from a device using a rest web service
  • Conducting HTML and programmatic searches of the data
  • Sharing the data in public, community, and commercial modes
  • IoT Data charges customers by gibibytes (GiB) of data stored and 10% of any data sold. For great customers, IoT Data likewise provide the entire suite of software for private hosting on the cloud itself. In this case, the changes are per virtual machine hour and depend on the size of the virtual machine (in addition to the per-GiB charge). A diagram showing the main actors and consume cases for IoT Data is shown next.

    IoT Data does not own a great budget to hire employees, so as much labor as possible has to be automated. IoT Data likewise cannot afford to buy servers, so it needs a pay-as-you-go model, such as a public cloud provides. In addition, the company has few resources to develop its own software and thus must leverage as much as possible from the cloud provider. This reserve explains how different technologies can meet IoT Data’s traffic needs (however, they enact not actually write the code for doing so).



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