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000-M90 IBM Content Analytics Theory Technical Mastery Test v1

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000-M90 exam Dumps Source : IBM Content Analytics Theory Technical Mastery Test v1

Test Code : 000-M90
Test designation : IBM Content Analytics Theory Technical Mastery Test v1
Vendor designation : IBM
: 49 actual Questions

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IBM IBM Content Analytics Theory

overlook IBM, Enbridge - a quick growing, 6.5% Yielding Blue Chip - Is a much sophisticated investment | killexams.com actual Questions and Pass4sure dumps

(source: imgflip)

long-time readers know that i am an incredible fan of purchasing deeply undervalued excessive-yield blue-chip dividend increase stocks. that is for 2 explanations. First, background has proven that dividend growth shares, besides generating incessantly rising profits, are likely to greatly outperform the market over time and with less volatility besides.

actually, considering the fact that 1972, dividend increase shares believe outperformed the S&P 500 through 31% yearly and 36% on a risk-adjusted (total return/volatility) basis.

in the meantime, a resolve from Yale create that between 1881 and 2016, one of the most greatest elements in complete returns changed into the valuation at which you purchased a company. Valuation had an impressive impact not just on the short-term returns, but out to 30 years.

by pass of combining the vim of safe, high-yield dividend growth shares, purchased when the market hates them most, many revenue investors hope to indulge in now not simply beneficiant and regularly rising salary, however market-beating returns as well.

these days, IBM (IBM) and Enbridge (ENB) are among the many most hated, and thus undervalued high-yield blue-chips you could find. it really is thanks to each businesses struggling multi-12 months undergo markets which believe left investors with total returns of about -29%, even after accounting for his or her mouth-watering dividends.

Chart IBM facts by pass of YCharts

but there's a further critical thought long-time period salary increase traders requisite to consider. this is that investing is never carried out in a vacuum. until you might live Warren Buffett, you've got restricted capital to plot to toil in undervalued, high-yield stocks. for that understanding it's critical to no longer simply purchase any undervalued blue-chips but these with potent fundamentals including:

  • robust commerce fashions (transforming into money circulate)
  • incredible lengthy-term boom runways
  • fine management (with proven capital allocation expertise and a tune checklist of consistent dividend growth and trustworthy complete returns)
  • a stalwart stability sheet (preferably one it's stable or getting greater over time)
  • I've spent the ultimate few years observing IBM's turnaround strategy and sometimes been tempted to purchase the shares, basically due to its high-yield and mouthwateringly low valuation. however I've rotate into more and more skeptical that present administration should live in a position to bring on its guarantees, which is why, for my excessive-yield income boom retirement portfolio, I chose to reliance my difficult earned funds to Enbridge (soon to live my third greatest keeping).

    Let's elect a scrutinize at the the understanding why Enbridge is a much sophisticated excessive-yield dividend growth blue chip. one that occurs to be:

  • greater-yielding
  • greater run
  • sooner growing to be
  • greater undervalued
  • more likely to convey advanced long-time period complete returns
  • IBM's eternal Turnaround Fizzles Yet again...

    IBM is one among oldest tech agencies on the earth, being established in 1911. it's undergone a lot of structural turnarounds over the past 107 years, and these days is the realm's largest IT provider issuer, serving corporate consumers in over a hundred and seventy countries complete over. That includes 95% of the Fortune 500.

    (source: easily safe Dividends)

    youngsters, as that you may see, IBM has been struggling to increase its earnings and adjusted EPS over time. definitely, revenue fell for 22 consecutive quarters, just recently producing three-quarters of modest nice growth. That became as a result of management, led through Virginia Rometty (a 37 yr IBM veteran and CEO considering 2012), turnaround plan. That scheme called for a gradual shift faraway from legacy hardware (together with massive asset revenue) and towards "strategic imperatives" or SI. here's cloud-based mostly future expertise, including IBM's tons-hyped Watson artificial intelligence platform.

    IBM's basic scheme turned into to exercise its decades-long relationships with gigantic and conservative company IT departments to transition shoppers to its cloud and records analysis routine subscription earnings corporations.

    (source: IBM investor presentation)

    Then superior economies of scale, together with ongoing cost-cutting, would champion enhance working margins (which believe been regularly declining considering the fact that 2014), and sequel in low single-digit revenue growth, that translates into mid-single digit EPS and free cash movement or FCF/share growth. here is what earnings investors believe been counting on arise the tide of frequently slowing dividend boom.

    (supply: comfortably protected Dividends)

  • 2018 dividend hike: 4.7%
  • 2017 dividend hike: 7.1%
  • 2016 dividend hike: 7.7%
  • however now looks as if IBM's an terrible lot-vaunted turnaround may likewise were a untrue morning time. income boom has yet again grew to become bad.

    (source: quite simply secure Dividends)Now to live reasonable to management, that -2% revenue increase became as a result of negative alien money results from a much better dollar. In consistent forex, the company's earnings had been flat YOY in Q3. despite the fact, IBM's great guess on SI is starting to exhibit stressful cracks, which is why shares plummetted after income (sending the submit to a 24 yr high). (supply: IBM income presentation)

    In Cognitive options, home of Watson, revenue believe been down 5%, and even SI based enterprise contraptions said horrible boom. meanwhile, complete the organizations SI organizations, including facts analytics and cybersecurity, pronounced consequences that appear, firstly, to live pretty respectable. as an example, complete trailing 12 month SI revenue, in constant currency, rose 11% YOY, whereas cloud computing profits changed into up 24%. however the purpose Wall street nonetheless punished the stock is because the SI growth fee is slowing.

  • Q3 SI income boom: 7% (and down eight% from Q2 2018)
  • Q3 Cloud salary boom: 10% (Q2 boom turned into 20%)
  • take into account that cloud computing as an entire, in line with analyst company Synergy research neighborhood, is starting to live 45% per yr. as a result IBM's decelerating SI and cloud revenue increase is a troubling note that management's guess that its loyal clients would elect it over main opponents like Microsoft (MSFT), Amazon (AMZN), and Alphabet (GOOG), looks to no longer live paying off.

    This caused administration to reiterate its outdated information of "at the least $13.eighty" in adjusted EPS for 2018, and $12 billion in free money flood or FCF. If management hits those figures it is going to depict flat adjusted EPS increase over 2017, and an eight% decline in FCF (what will pay the dividend) from terminal 12 months's level.

    So with SI in normal, and Watson in selected, in drawback, IBM decided to accomplish what many struggling mega enterprises do, beget a splashy, expensive, and debt-fueled acquisition.

    ...Triggering A vastly Overpriced, Debt Funded Acquisition

    In late October IBM announced it was paying $34 billion (including debt assumption) to buy Linux primarily based cloud computing company pink Hat (RHT). IBM management is hailing this mega-deal (the greatest application acquisition in US background) as a tremendous coup for the company. in line with Virginia Rometty:

    “The acquisition of red Hat is a game-changer. It adjustments every thing concerning the cloud market...IBM will develop into the area’s #1 hybrid cloud provider... Most companies nowadays are best 20 % alongside their cloud experience, renting compute energy to chop prices...The subsequent 80 percent is ready unlocking exact commerce cost and riding increase. here's the next chapter of the cloud. It requires shifting enterprise functions to hybrid cloud, extracting extra information and optimizing every a portion of the business. ” - Virginia Rometty (emphasis introduced)

    Now, even if or no longer you believe Mrs. Rometty's hype about how hybrid cloud is the pass forward for the trade, or not it's definitely genuine that IBM vital a "video game-changing" flow.

    it really is as a result of, in keeping with Gartner, when it comes to infrastructure as a carrier or IAAS, IBM's market participate was abysmal, simply 2% on the conclusion of 2017. And 2018 hasn't been any more advantageous, with IBM dropping market participate whereas its 4 greatest competitors believe complete been gaining it. buying purple Hat is considered by pass of most analysts as a necessary strategic stream a trustworthy pass to beget stronger IBM's plot in the cloud computing market. (source: IBM crimson Hat Acquisition presentation)this is because crimson Hat, like IBM, has abysmal connections with most Fortune 500 corporations. pink Hat has been in operation for over 25 years. Its Linux based mostly application solutions permit companies to maneuver their applications across their in-condo facts facilities and with cloud providers, including most of IBM's opponents (who're crushing it in cloud). In sequel IBM hopes that hybrid cloud will enable it to accelerate SI boom because it may live working with, now not competing in opposition t groups it live proven it can not beat. purple Hat likewise growing its revenues at a posthaste tempo (17% commonplace over the terminal 5 years and 19% TTM). The company is additionally particularly ecocnomic and generating nigh to $1 billion in FCF per yr. as a pass to no longer simply raise IBM's FCF via 8.three% (deal expected to shut within the second half of 2019). Analysts expect red Hat's EPS and FCF to grow about 15% yearly over the next decade. as a result in buying purple Hat, at the very least IBM is purchasing a high margin and quick becoming revenue and cash stream flow. (supply: IBM pink Hat Acquisition presentation)here is why administration expects this deal to boost its precise-line growth via at least 2% in the first complete yr, and through the conclusion of year two develop into accretive to both operating EPS as well as free money lumber per share.

    however as the Yale valuation scrutinize at indicates, even a majestic asset could beget a horrible funding if you overpay for it. IBM is paying a sixty three% premium for pink Hat's shares in an all-cash deal that values RHT at $a hundred ninety per share. IBM is paying greater than 10 times trailing revenue and 30 times free cash circulation for red Hat, which is are some prosperous multiples.

    IBM has $14.5 billion in money at this time and says the deal will live funded with a merge of money and debt. Assuming that management wants to expend half its money plot for the deal that means IBM will requisite to borrow about $26 billion to fund this deal.

    agencyPro-Forma Debt/EBITDA pro-Forma pastime coverage Ratio S&P credit rating

    commonplace activity can charge

    IBM 4.3 9.0 A 1.5% trade standard 1.three 138 NA NA

    (Sources: Morningstar, speedy Graphs, Gurufocus)

    it really is going so as to add to the company's $47 billion in total debt and result in its leverage ratio (Debt/EBITDA) hovering to four.three. The trustworthy information is that IBM nevertheless has sufficient working money circulation to provider the larger interest cost IF it may well proceed to entry super low priced mounted-expense far places bond markets (why or not it's common interest freight is so low). besides the fact that children, it's no longer possible given their current rising pastime cost environment and the indisputable fact that the enterprise is potentially facing now not just one, however two credit score downgrades over this acquisition.

    Moody's has plot IBM's credit rating on watch for a downgrade citing:

    "a considerable boost in leverage... and a departure from IBM's faded acquisition philosophy of making small, tuck-in acquisitions that confine integration possibility." - Moody's (emphasis brought)

    S&P has already chop IBM's credit standing from A+ to A, additionally citing the giant volume of debt the company should live taking on. This probably means that IBM's interest costs on the pink Hat bonds will live much higher.

    Chart Moody's professional Baa corporate Bond submit facts via YCharts Chart Moody's pro Aaa company Bond submit records by YCharts

    How plenty better? well, prerogative now company bond yields for AAA equal bonds are at four.2%, while BBB+ bonds change at 5.2%. Assuming that IBM's red Hat bonds sell for an A ranking equivalent that doubtless capacity it should live paying 4.7% activity on the bonds. That possible capability IBM's hobby expenses will ascend through $1.2 billion and lower its interest insurance ratio to about 9.0. it really is nevertheless a safe degree (eight.0 or above is safe), nevertheless it would reduce this essential credit metric in half. management has pointed out that deleveraging submit-acquisition will live a excellent priority, which is why it plans to droop dividend buybacks in 2020 and 2021. via the conclusion of that point administration says it should live lower back to a traditional leverage ratio, which for IBM has traditionally been about 1.7 times Debt/EBITDA.

    but whereas crimson Hat's buy is never more likely to menace the company's dividend, there's one more understanding for buyers to live skeptical of this "online game-altering" deal. that might live as a result of current administration has a extremely poor song record of overpromising and underdelivering. as an example, here's what IBM claimed about Watson in its most coincident tremendous Bowl business:

    "(Watson)is without doubt one of the strongest tackle their species has created. It helps medical doctors combat disease. it will possibly call international climate patterns. It improves education for infants everywhere." - IBM Watson commercial

    Watson, in line with Rometty, turned into presupposed to now live "touching a thousand million people... and live able to handle, diagnose, and deal with eighty percent of cancer in the world." What's worse, Watson became hypothetical to live IBM's trump card in information analytics and cloud applications and assist the commerce obtain $20 per participate in adjusted EPS in 2015. in reality, IBM delivered simply $14.90 in adjusted EPS that year, lacking its assistance by pass of 26.5%.

    really, beneath Rometty IBM's capital allocation selections (together with tens of billions on buybacks) believe confirmed to live disastrous. For typical organisations, a key proxy for best administration is the revert on invested capital or ROIC.

    (supply: comfortably secure Dividends)

    neatly led companies believe stalwart or rising ROIC. IBM's has been fallen via fifty six% under Rometty's watch, due to taking over loads of debt and making bolt-on acquisitions that it overpaid for and that has yet to generate wonderful prerogative or final analysis growth.

    ultimately, I believe IBM a poorly managed business, with nothing but potential growth it is complete the time a yoke of years in the future. What about if IBM gets unusual administration because the board of director ultimately fires Rometty? neatly, that would not necessarily bode smartly for dividend traders either. this is because the ultimate time IBM had an incredible management shakeup (1993) unusual management restructured the enterprise and reduce the dividend...twice, over a 9 month length (seventy nine% in complete). So while IBM's 23-year vein of annual dividend hikes (aristocrat in 2020) could beget the dividend loom secure, buyers deserve to realize that the payout is not as safe because it initially looks.

    In distinction to IBM, a high-yield but flailing company big, Enbridge presents excessive-yield blue-chip traders every Little thing that IBM lacks. eventually that makes it an objectively far sophisticated lengthy-term revenue increase alternative to IBM, which is why I cannot advocate purchasing huge Blue these days, even at its rock-bottom valuation.

    Enbridge: The Berkshire Of Midstream Continues To hearth On complete Cylinders

    Like IBM, Enbridge is one in every of its business's (midstream oil & fuel infrastructure) oldest and largest names. It turned into based in 1949 and owns North america's biggest assortment of money-wealthy and broad moat energy transportation systems.

    (supply: Enbridge Investor Presentation)

    these days Enbridge owns:

  • 52,000 miles of oil & gas pipelines
  • regulated utilities with three.5 million valued clientele
  • 11.4 billion cubic ft/day of gasoline processing skill
  • 307,000 barrels per day of natural fuel drinks or NGL creation means
  • 437 billion cubic toes of gas storage capacity
  • Enbridge's midstream network is one of the most built-in on the continent, serving practically each critical oil & gas producing location within the US and Canada. thanks to possessing 70% of Canada's oil takeaway skill (65% potential for US imports from Canada), 28% of North the us's oil (and 20% of its fuel) runs via Enbridge's pipelines.

    the key to what makes Enbridge such a fine excessive-yield dividend boom inventory is the toll-sales space nature of its company. completely 96% of its money circulate is below long-term (4 to 30 yr) extent committed contracts. those contracts are complete with colossal investment grade valued clientele (oil & gasoline producers and regulated utilities) sense that the casual of constrict default is very low, even in a abysmal recession or commerce downturn (like the oil crash of 2014 to 2016 when raw plunged seventy six%).

    (supply: Enbridge Investor Presentation)

    In complete below 1% of Enbridge's money circulation is affected by volatile commodity fees.

    (source: Enbridge investor presentation)

    here's why Enbridge has been in a position to convey 23 consecutive years (it raised the dividend 10% in 2018) of dividend raises, matching IBM's payout growth music record.

    (supply: Enbridge investor presentation)

    despite the fact, in contrast to IBM, which has delivered terrible total returns over the past few many years years, Enbridge has delivered market-crushing total returns.

    Chart IBM complete revert fee statistics by pass of YCharts

    in fact, IBM has in reality underperformed the market considering 1990 (28 years), while Enbridge has managed to raise shareholder wealth 36 fold (13.4% CAGR). and that's the understanding even factoring in the 4-12 months midstream undergo market.

    That undergo market has been caused by a flawless storm of components that contains:

  • the second worst oil crash in over 50 years
  • interest costs rising off their lowest tiers in history
  • two market corrections
  • FERC rule change
  • in contrast to IBM, Enbridge is led by one of the crucial trade's most fulfilling and most proven administration teams. The CEO, Al Monaco, has been with the enterprise for 23 years, and been CEO on the grounds that 2012, like Virginia Rometty. however in contrast to IBM's horrible administration, Enbridge has managed to carry very powerful precise-line increase, virtually doubling earnings considering that Monaco took over the top job.

    (supply: easily secure Dividends)

    That stalwart boom has additionally translated into the final analysis, which for Enbridge potential its distributable cash movement or DCF/share. DCF is the midstream equal of free money stream and what funds the dividend.

    (source: Enbridge earnings presentation) - figures in CAD

    because of placing $5.3 billion in initiatives into carrier within the first nine months of the yr, Enbridge's DCF/share is up 30% YTD, and within the terminal quarter changed into up 13%. distinction that with IBM's flat boom and falling free money stream and you'll discern why I believe Enbridge this type of advanced funding.

    (source: Enbridge profits presentation) - figures in CAD

    That stalwart increase goes to proceed because of $sixteen.6 billion in growth projects Enbridge is working on, which might live scheduled to live achieved and producing recurring, contracted, and recession resistant cash stream with the aid of the conclusion of 2020.

    good administration is not basically supplying stalwart precise and final analysis increase, as well as quick-turning out to live dividends (11% CAGR when you reckon that 1995) in complete manner of economic, business, or pastime expense environments. It additionally potential adapting to unexpected regulatory/business disruptions (which IBM has did not accomplish well).

    (source: Enbridge earnings presentation)

    one of those essential disruptions turned into a rule change with the aid of the Federal energy Regulatory fee or FERC, which regulates a majestic deal of the us's interstate pipeline network. This change (announced March 2018) disallowed MLPs from taking an income tax allowance on interstate freight of service contracts on pipelines regulated by using FERC beginning in 2020.

    This intended that many of Enbridge's MLPs, together with Spectra energy companions (SEP), Enbridge energy companions (EEP), Enbridge energy management (EEQ), and mutual fund Enbridge income Fund Holdings (OTC:EBGUF) might puss significant money movement disruption. subsequently, the unit/share fees on those shares crashed, raising their costs of fairness enormously and making ecocnomic boom difficult and even unattainable. So Enbridge is purchasing out its MLPs/mutual fund in an $8.9 billion inventory deal, it is expected to thoroughly nigh by mid-December.

    (supply: Enbridge income presentation)

    whereas the merger is controversial among buyers in SEP, EEP, EEQ, and EBGUF, as a result of some terrible tax consequences for some traders and a pretty trustworthy payout reduce for essentially complete of them, sooner or later this merger is an immense win for complete lengthy-time period stakeholders. this is because it creates one of the vital gold yardstick future dividend aristocrats that you would live able to own. here is for a great number of motives together with:

  • neutralizing negative FERC consequences (only applies to MLPs, not corporations like Enbridge)
  • simplified corporate structure (and a promised credit ameliorate from Moody's)
  • protecting a hundred% of money flood from its midstream infrastructure (and thus deleveraging its stability sheet)
  • allows for a self-funding enterprise model (one hundred% independence on future boom plans despite participate fee)
  • moreover, in early 2018 management completed its revised funding plan, sense that a hundred% of its increase projects via 2020 are now funded.

    (source: Enbridge earnings presentation) - figures in CAD

    thanks to the merger, as smartly nearly as trustworthy execution on its increase plans, administration is now guiding for a DCF/share to are available at $3.30 this 12 months, the higher conclusion of its 2018 suggestions. That represents 19% DCF/share increase, which for a company of Enbridge's dimension is easily impressive. it live additionally a growth expense that IBM investors can't even imagine occurring in their wildest fantasies. Enbridge is planning on supplying 10% dividend boom in 2019 and 2020, sense it will believe accomplished 25 consecutive years of double-digit dividend boom the yr it turns into the midstream trade's first dividend aristocrat.

    (source: Enbridge earnings presentation)

    And elect into account that Enbridge has completed complete this whereas frequently deleveraging its steadiness sheet. The leverage ratio peaked at about 7.0 in 2015 (normal for midstream become 6.5 on the time), and that leverage ratio has been continuously falling, regardless of equable aggressive boom in unusual initiatives and 10+% dividend boom.

    management has now overwhelmed its own deleveraging pursuits, which called for a 5.0 leverage ratio by the conclusion of the 12 months. today ENB's leverage is four.7 and a stone's cast from the 4.5 2020 goal. For context, the average MLP has a leverage ratio of four.4, but Enbridge's advanced contract/customer profile noiseless supplies it a BBB+ credit standing.

    companyDebt/Adjusted EBITDA activity coverage Ratio S&P credit rating

    standard pastime can charge

    Enbridge four.7 4.5BBB+ four.4% business average four.4 4.5NA NA

    (Sources: salary unencumber, management suggestions, Gurufocus, Morningstar)

    that's tied for the highest in the industry and is why the commerce remains capable of borrow at low-fastened fees that beget inescapable the profitability of its future tasks.

    The final analysis is that Enbridge is every thing IBM isn't. A excessive-yield dividend blue-chip it truly is becoming like a weed, elope by an excellent management team (that meets or beats on counsel), and best of all, has a transparent lengthy-time period runway to bring efficacious payout boom for the foreseeable future.

    long-term growth Outlook continues to live miraculous because of massive Secular Tailwinds, World classification management, And A Self-Funding company model

    There are three key components why i like to recommend Enbridge so tremendously presently (and why it live my third greatest position plot up-SEP merger). the primary is the attribute management crew, which in contrast to with IBM, has proven it could actually bring robust boom in cash circulate, dividends, and market-beating lengthy-term returns. That management crew is blessed with a enormous growth runway, courtesy of North the us's epic oil & fuel growth.

    (supply: Enbridge investor presentation)

    not just does Enbridge serve every primary fuel shale formation in North america, but it surely's additionally a preponderant participant in oil.

    (source: EIA)

    in response to the U.S. energy counsel Administration, US oil production is anticipated to grow through 2030 before stabilizing via 2043. What does that really mean?

    (source: Mackenzie)

    in response to analyst difficult Mackenzie, by 2025 US shale creation will increase by means of about 5 million barrels per day. and that's simply from at present announced plans by means of the greatest oil producers. according to OPEC's newest forecast, by using the conclusion of the 2020s US shale construction could hit 16 million bpd. that would live greater than double 2017's tiers, and about thrice US oil construction in 2008. and that's the understanding just from shale oil. complete US production may top at 18 million to twenty million bpd if OPEC's forecasts are suitable.

    (source: enterprise products partners investor presentation)

    Most of that multiplied creation is determined for the global export market, which is seeing American quickly rotate into one of the most world's most preponderant gamers. aspect in the insatiable claim for cheap US herbal gasoline from export markets in emerging markets (including via LNG), and you'll live conscious why the EIA expects US fuel production to preserve becoming directly via as a minimum 2050.

    (source: INGAA)

    in line with the Interstate herbal gasoline affiliation of the united states that interprets to essentially $800 billion in unusual midstream infrastructure being essential with the aid of 2035, half for gasoline, half for oil and oil exports. Add in Canada's a all lot of billions of unusual infrastructure wants, and the proven fact that North the united states's gasoline production is probably going to ascend longer than oil, and you find a $1.2+ trillion growth market for midstream in the coming decades.

    (supply: Enbridge investor presentation) - figures in CAD

    here's why Enbridge says it has a potential "shadow backlog" of initiatives worth as much as $27 billion that it expects to construct between 2021 and 2025. Shadow projects are people who believe yet to obtain enterprise contracts, devoid of which administration refuses to inaugurate the allowing or development method.

    but majestic administration and an critical increase runway for future growth tasks is nugatory without the vital reasonably priced capital to fund them. fortunately, Enbridge's roll-up of its MLPs and mutual fund capability that it should live in a position to self-fund its growth.

    (source: Enbridge investor presentation) - figures in CAD

    That potential paying out just 50% to 60% of DCF each and every yr in dividends and conserving over $three billion annually to fund the company's boom efforts. The company has now ended its DRIP program and plans to situation no extra fairness to fund its organic boom efforts. quite it plans to leverage that retained DCF with low-priced debt (while conserving a gentle and low leverage ratio of 4.5) which capability that Enbridge publish-2020 could doubtlessly beget investments up to $5 to $6 billion per 12 months to grow its money circulation (and for that understanding its dividend). endure in mind that the shadow backlog is up to $27 billion prerogative now and that is the understanding for five years expense of projects. That capacity Enbridge is looking at $30+ billion in cozy funding which is more than ample to cover that.

    That translates into roughly 6% to 10% lengthy-term (past 2020) DCF and dividend boom, per administration's tips complete over its final convention call. That growth rate is one which is far above what IBM or most US agencies should live capable of convey. And combined with Enbridge's 6.5% submit that translates into one of the crucial attractive lengthy-term high-yield investments you can make.

    Dividend Profiles: IBM offers A Theoretically fascinating tackle but Enbridge's Is Even superior

    probably the most critical portion of any revenue funding is the dividend profile which incorporates three elements: yield, defense, and long-term growth potential. mixed with valuation, this is what drives complete returns over time.

    agencyYield money circulate Payout Ratio 10 12 months Projected cash stream increase (Analyst Consensus) complete revert (No multiple expansion)

    Valuation Adjusted total revert competencies

    IBM 5.3% 44% 7% to 7.6% 12.three% to 12.9% 16.5% to 17.1% Enbridge 6.5% sixty two% 6% to 10% 12.5% to 16.5% 18.7% to 22.7% S&P 500 2.0% 38% 6.forty% eight.40% 0% to 5%

    (Sources: management information, Gurufocus, posthaste Graphs, readily secure Dividends, Morningstar, BlackRock, forefront, Yardeni analysis, Multpl.com, Moneychimp, Gordon Dividend boom model, Dividend submit conception)

    IBM is primarily owned for its mouth-watering dividend, which is more than 2.5 times bigger than what the S&P 500 offers. but when high-yield is what you're after than Enbridge presents a a lot greater one.

    in terms of dividend security, IBM's low payout ratio skill the dividend is probably going protected, barring an enormous administration shakeup and strategic capital allocation shift as they saw in 1993. however Enbridge truly has a safer dividend, courtesy of its modest payout ratio (trade ordinary is 77%) on unexpectedly growing and recession resistant cashflow and plans to elect that payout ratio down to 55% via 2020. The other half of the secure dividend components is the stability sheet. As they saw past, IBM's leverage ratio is determined to explode while Enbridge's has been falling frequently for years. IBM is dealing with credit score downgrades while Enbridge is anticipating upgrades (due to the MLP merger).

    As for dividend boom, Enbridge continues to carry its historic 10% dividend increase yr, after yr, dwelling up to its suggestions. IBM is offering slowing dividend boom of beneath 5%. as a result of its ballooning debt, that vogue is likely to continue through as a minimum 2021. IBM's dividend growth is rarely supine to vigorous analyst lengthy-time period EPS/FCF growth forecasts of seven% to 7.6% (assuming that purple Hat achieves its anticipated increase rate) unless at least 2022.

    that is as a result of IBM's song listing on execution on its turnaround has been horrible for six straight years, and for that understanding I remain skeptical that administration will complete of sudden beginning delivering on its guarantees. meanwhile, Enbridge almost always hits its guidance and sometimes exceeds it. The newest lengthy-term dividend boom forecast is for 6% to 10%, and given the enterprise's track checklist on execution and great growth runway, I call dividend growth over the next decade to live on the better conclusion of that latitude.

    Giving IBM the improvement of the doubt, and assuming it fully lives as much as analyst expectations, that capacity that the stock is likely able to 12.5% total returns, assuming no varied expansion. Enbridge, courtesy of faster dividend growth and a better-yield is probably going to deliver 14.5% complete returns, and with some distance much less uncertainty. For context, the S&P 500 has delivered historic complete returns of 9.1% since 1871, but from present valuations, I are expecting 8.4% CAGR returns over the next decade. Morningstar, BlackRock, and vanguard most efficacious expect 0% to five% CAGR complete returns from the market over the next five to 10-years. as a result both IBM and ENB are in a position to supplying market-crushing returns however Enbridge buyers believe the edge of possessing a thriving and quick-turning out to live enterprise.

    however what about IBM's rock-backside valuation? would not that beget it a coiled spring that might doubtlessly generate stunning returns if it will possibly basically convey on some of its promised growth? neatly, even accounting for both inventory's low valuations Enbridge is probably going to bring a long pass improved complete returns (20% vs 17%). it's because, in addition to a more robust-yield and faster dividend boom, Enbridge additionally has a sophisticated valuation in comparison to IBM.

    Valuation: IBM Is Undervalued but Enbridge even more So Chart IBM complete revert fee information by pass of YCharts

    while each Enbridge and IBM believe underperformed the market during the terminal year, Enbridge has crushed massive Blue yet noiseless is noiseless the greater undervalued inventory.

    forward PE Ratio 5 year general ahead PE boom rate Baked Into cost

    Analyst Consensus EPS increase

    eight.6 10.50.1% 7% to 7.6%

    (Sources: readily secure Dividends, quick Graphs, Benjamin Graham)

    yes, IBM's ahead PE is nigh the lowest stage it live viewed in over a decade. And that valuation implies zero lengthy-time period increase. The pink Hat acquisition on my own may noiseless allow IBM to exceed that very low hurdle price.

    ahead P/DCF 5 yr customary P/DCF growth rate Baked In

    anticipated long-time period increase fee

    9.eight 10.0 0.7% 6% to 10%

    (Sources: administration tips, quick Graphs, Benjamin Graham)

    however Enbridge, due to a 4-12 months endure market (that defies its magnificent and enhancing fundamentals), is likewise trading at an absurdly low valuation. today which you can buy Enbridge for just 9.eight times 2018's suggestions of DCF. For midstream stocks, the P/DCF is the comparable to the PE ratio. That unique digit cash assorted implies almost no long-time period growth, from an organization it really is on target to carry just about 20% DCF/share increase this yr, and 6% to 10% CAGR boom over the subsequent decade. So Enbridge, like IBM, is probably going to discern huge diverse enlargement in the coming years, boosting complete returns immensely. however, Enbridge's growth is far much less speculative, given management's efficacious song list and pellucid growth opportunities.

    How a majestic deal of a valuation boost are they speaking about? For that, I rotate to dividend submit thought or DYT, essentially the most efficacious valuation formula for blue-chip dividend shares. due to the fact that 1966 asset supervisor/e-newsletter writer investment satisfactory tendencies has been completely using DYT to obtain a long time of market-beating returns with 10% lessen volatility besides.

    (supply: funding excellent tendencies)

    DYT simply compares the present submit to its historical norms, because for corporations with particularly sturdy increase charges, yields minister to live hint reverting or cycle round a comparatively fixed point that approximates reasonable cost.

    agencyYield ancient Yield cut expense To reasonable price 10-12 months Valuation increase

    capabilities Valuation Adjusted complete Return

    IBM 5.3% 3.5% 34% four.2% sixteen.5% to 17.1% Enbridge 6.5% 3.6% forty five% 6.2% 18.7% to 22.7%

    (Sources: comfortably secure Dividends, Dividend submit idea, Gurufocus, Moneychimp)

    IBM's faded submit is three.5% whereas Enbridge's is 3.6%. that implies each stocks could live particularly undervalued, but Enbridge pass over IBM. Assuming their yields revert to their faded norms over the next decade (the market can't ignore powerful and improving fundamentals continually), that skill that IBM and Enbridge traders could discern their shares value about 4% and 6% sooner than EPS/money lumber boom, respectively, over the arrival 10 years. but recollect that IBM's submit is just more likely to revert to its historic norm IF administration finally gives you on its long-term guarantees. Enbridge's value reversion is far much less unclear given the advanced nature of its management and extra evident increase runway.

    mix submit + long-time period cash flow/dividend increase with long-term valuation boost (the valuation-adjusted Gordon Dividend growth model) and you may find an affordable lengthy-time period revert assay for many shares. IBM has the skills to deliver sensational returns, however handiest if management can buck its horrific tune list. Enbridge is pass more supine to deliver even stronger returns, and its revert capabilities is pass more definite.

    Of path, there are dozens of how you can cost a stock, and DYT and historical PE comparisons are only two. an additional is a discounted money circulate or DCF analysis. Morningstar has a pretty trustworthy three-stage model, that elements in extremely conservative increase assumptions that can likewise live particularly effective.

    agencyMorningstar impartial expense Estimate latest rate

    discount To impartial price

    IBM $158 $119.56 24% Enbridge $47 $32.29 31%

    (source: Morningstar)

    be conscious that Morningstar is anticipating IBM to carry lengthy-term 2.6% sales growth, 6% adjusted EPS increase, and has chop its reasonable cost assay with the aid of 6% (from $168) in the closing quarter. Morningstar has lower reasonable value estimates for both stocks than DYT, but sooner or later agrees that Enbridge is the more undervalued (and better-first-class) inventory.

    The foundation line is that if you're searching for beneficiant, protected, and starting to live dividends, with fanciful capital advantageous properties potential (from low valuations) then Enbridge is fingers down the more sensible preference than IBM. but whereas Enbridge is a screaming purchase, for my part, handiest buyers comfy with its risk profile should personal it.

    dangers To disagree with

    whereas Enbridge is a low-possibility excessive-yield blue chip (and future dividend aristocrat), there are nevertheless inescapable dangers/things traders should recognize earlier than investing.

    First, as a Canadian business, Enbridge can pay its dividend in CAD. This potential that your USD payouts will live a bit of variable in accordance with the change rate between the Loony and the dollar. next, in taxable accounts (however now not retirement money owed) there is a 15% withholding tax imposed by using the Canadian govt. happily, US buyers believe a greenback for dollar tax credit that allows for most of us to absolutely offset this withholding (accordingly negating its sequel on helpful yield). however simply $300/$600 per particular person/couple of complete international dividend tax withholdings can likewise live claimed the usage of the typical 1040 tax form. For figures above this amount, the extra advanced shape 1116 is required.

    As for dangers to Enbridge's enterprise mannequin, there are several to endure in mind. within the short-medium-term, the biggest risk to any midstream inventory is execution on its increase backlog. Environmentalists frequently sue in courtroom to problem regulatory approvals on pipelines and attempt to shroud and Kill projects. while Enbridge's largest growth project, the $7 billion Line 3 alternative pipeline, has obtained ultimate approval (which turned into these days reaffirmed over environmentalist objections), Enbridge, like every midstream giants, has suffered some losses during the past. as an instance, in 2016, the enterprise's Northern Gateway oil pipeline approval became overturned through a Canadian court. management in the terminate needed to abandon the undertaking after 12 years of attempting to find it constructed. The foundation line on midstream execution risk is that even world-type administration does not always bat 1.0000, and some mission failures are to live expected.

    The other risk to believe is the realm's lengthy-term transition to renewable energy. The respectable news is that, despite what the media might believe you trust, global oil & gas claim isn't going to tumble off a cliff each time quickly. long-term industry/govt company forecasts already aspect in giant-scale adoption of EVs. as an instance, Mackenzie fashions 50% EV adoption in the US, China, and the eu through 2030 (30% of world auto earnings). Even with that huge volume of electric powered cars on the roads, the analyst enterprise estimates that global oil claim might not top except 2036.

    and then there may live the undeniable fact that herbal gas is likely to proceed gaining market participate from coal in terms of electrical energy generation for a yoke of greater many years. complete these EVs will deserve to live charged, and for the foreseeable future, that capacity better fuel claim if you want to hold Enbridge's pipelines full. (source: Exxon Mobil investor presentation)

    Of path, complete lengthy-time period forecasts are in simple terms guesstimates, and revolutionary unusual technology, chiefly in battery storage, might antecedent renewables to doubtlessly displace herbal gasoline a all lot quickly. A united states of americaanalyst lately estimated that by using 2030 solar and wind energy "will conveniently live free." but that's unlikely on account that wind and photo voltaic are variable in nature and storage expertise remains cost prohibitive for now.

    in response to a scrutinize at posted in energy and Environmental Science, the can freight of storing ample renewable power to answer 12 hours of US claim at present battery costs can live $2.5 trillion. thus, current technology effectively makes dreams of a hundred% renewable power impossible. however sooner or later unusual battery tech (like liquid salts) might chop back the freight of battery storage from $200 per kilowatt-hour to simply $1 to $20 per KwHr, a 10 to 200 fold lower.

    while it live crucial for long-term ENB buyers to hold such risks in intellect, accomplish not forget that revolution battery expertise is often being hyped through the media, however continually takes a extremely long term (if it comes in any respect) to hit the market and achieve huge market share. in the meantime, Enbridge is already working on diversifying into offshore wind (often in Europe), in addition to utilities. Or to plot a different means, Enbridge is among the most diverse midstream stocks that you could personal, and the without doubt to live capable of at terminal transition to a renewable future (decades from now).

    bottom line: IBM continues to live A Floundering And Mismanaged tremendous while Enbridge Is A sooner starting to live And much more Undervalued superior excessive-Yield choice

    do not find me wrong, i'm not always announcing that buying IBM at latest tiers is a nasty excessive-yield funding. The generous dividend is likely to continue to live safe, at the least for now, barring a massive management shakeup and company restructuring. At ultra-modern valuation, which is pricing in a complete failure of the turnaround strategy, the enterprise requisite merely generate modest suitable and foundation line growth with the end to possible generate fanciful complete returns.

    however, sooner or later the success of any investment comes down to the pleasant of the management team. Virginia Rometty has had six years to bring on her promised cloud-primarily based future tech turnaround approach. Her music record has been an abysmal failure thus far, as seen by pass of declines in each revenues and profits, in addition to returns on invested capital plummeting over 50%. investors may noiseless live skeptical that the pink Hat acquisition, for which IBM grossly overpaid and goes to greatly leverage its stability sheet, will live the strategic determination that ultimately restores IBM to fanciful long-time period increase.

    In contrast, Enbridge is an objectively advanced high-yield blue-chip, with a proven administration group that has delivered mind-blowing dividend boom and complete returns over the many years. nowadays Enbridge's growth engine is firing on complete cylinders and the commerce is making the most of a many years-lengthy, astronomical industry growth runway. merge that with an even improved valuation, bigger (and safer) yield, faster dividend boom, and a low-possibility self-funding commerce mannequin, and you find a much better region for buyers to invest their difficult earned cash nowadays.

    Disclosure: i am/we are long SEP, ENB, AMZN.

    I wrote this text myself, and it expresses my own opinions. i'm not receiving compensation for it (apart from from in search of Alpha). I haven't any enterprise relationship with any company whose inventory is outlined in this article.


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    IBM goals the future of social Media Analytics | killexams.com actual Questions and Pass4sure dumps

  • submit
  • IBM (s ibm) announced a unusual product dedicated to assisting purchasers operate sentiment analysis of social media information on Thursday, as well as a brand unusual program with the Yale faculty of management’s headquarters for customer perception to educate college students in advanced records evaluation capabilities. With groups more and more getting hip to social media as a routine of connecting with consumers, and with an business-huge requisite for analytics competencies, each the product and challenge are smartly-timed.

    the unusual product, known as Cognos client perception, is developed upon IBM’s Cognos company intelligence expertise together with Hadoop to routine the piles of unstructured social media facts. based on Deepak Advani, IBM’s VP of predictive analytics, there’s lots of expense in performing textual content analytics on data derived from Twitter, fb and other social forums to verify how corporations or their products are faring amongst buyers. Cognos lets consumers view sentiment degrees over time to check how efforts are working, he introduced, and skilled analysts can increase their Cognos consumer insight utilization with IBM’s SPSS product to convey predictive analytics into the combine.

    advertisement

    The partnership with Yale is designed to tackle the latest dearth of analytic edge among company leaders, Advani stated. although the software will involve training on analytics applied sciences, Advani explained that commerce people noiseless want some grounding in analytic theory and thinking instead of just understanding how to exercise a particular piece of utility. “I feel the primary end is for students to gain knowledge of analytically,” he noted, as a pass to assist know which know-how to plot to toil on what records, and the way.

    within many groups, he introduced, the main problem is that they’re no longer the usage of analytics on the element of resolution or across complete their enterprise methods. Advani says partnerships like those with Yale will assist instill the thought manner of using mathematical algorithms in its plot of intestine feelings.

    To enhance these goals, Advani stated IBM will deliver each application and technical consultants to assist teach students. It likewise will connect students with IBM shoppers who wish to increase their analytics efforts so both agencies can toil in the course of the highest attribute methods for doing so. Working handiest with IBM software should live would becould very well live a bit limiting on the expertise facet, but the rehearse in solving true-world complications with facts analytics may noiseless live worthwhile regardless the tackle purchasable.

    We’ve been speakme concerning the want for advanced analytics capabilities for a long time now — highlighted by the inordinate claim for facts scientists — however the requisite spans complete degrees of company clients. As Advani cited, even the U.S. Bureau of Labor has mentioned analytics jobs will boost 24 % over the subsequent eight years.

    image courtesy of Flickr person James Sarmiento.


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    What Is Refactoring? | killexams.com actual questions and Pass4sure dumps

    Refactoring is one of the most used terms in software development and has played a major role in the maintenance of software for decades. While most developers believe an intuitive understanding of the refactoring process, many of us want a exact mastery of this critical skill. In this article, they will explore the textbook definition of refactoring, how this definition holds up to the reality of software development, and how they can ensure their codebase is prepared for refactoring. Along the way, they will walk-through an entire set of refactorings, from start to finish, to illustrate the simplicity and import of this ubiquitous process.

    A Simple Definition

    Refactoring is one of the most self-evident processes in software development, but it is surprisingly difficult to perform properly. In most cases, they deviate from strict refactoring and execute an approximation of the process; sometimes, things toil out and they are left with cleaner code, but other times, they find snared, wondering where they went wrong. In either case, it is critical to fully understand the import and simplicity of barebones refactoring. Martin Fowler, the author of the seminal toil on the topic, defines refactoring as follows:

    Refactoring is a controlled technique for improving the design of an existing code base. Its essence is applying a progression of wee behavior-preserving transformations, each of which "too wee to live worth doing". However the cumulative sequel of each of these transformations is quite significant. By doing them in wee steps you reduce the risk of introducing errors. You likewise avoid having the system broken while you are carrying out the restructuring — which allows you to gradually refactor a system over an extended period of time.

    In short, the process of refactoring involves taking small, manageable steps that incrementally increase the cleanliness of code while noiseless maintaining the functionality of the code. As they perform more and more of these wee changes, they start to transform messy code into simpler, easier to read, and more maintainable code. It is not a unique refactoring that makes the change: It's the cumulative sequel of many wee refactorings performed toward a unique goal that makes the difference.

    For example, if they want to simplify a method, renaming a unique variable may beget Little unlikeness for a great routine body, but if by renaming this variable they find that another variable represents the very value, they can remove the duplicate variable. That removes one line from the method, which may seem insignificant, but as they continue the process, more and more lines are removed and the routine carcass starts to shrink. In some cases, the routine may shrink to such a trifling plane that they supersede calls to the routine with the routine carcass itself (termed inlining).

    As they remove the method, they may realize that the class that contained the routine may live so small, it is no longer worth it to believe its logic in a sunder class. They then lumber the remaining methods to a more usurp class and remove the original class. By simply changing variable names and reducing duplication, the refactoring process snowballed into the removal of a routine and eventually a class. It is critical to note that throughout this process, they never changed the externally visible deportment of the application: They simply shifted around logic and removed duplication, but the application continued to function as it did before they started the refactoring process. This process is visually contrasted in the design below with that of obtrusive changes that beget major alterations to code in a single, sweeping motion.

    Image title

    Standard Refactoring Techniques

    In this sense, refactoring is analogous to rock climbing. They start on the ground and find a solid plot to grab hold of. Next, they step up and check their footing. Then they find a unusual plot to grab, touching their hands and their feet to position ourselves higher up the rock face. At each step, they test their footing before touching to the next position. While every few feet they progress may seem insignificant in comparison to the hundreds of feet of the rock face, each step puts us a few feet higher than the previous step. After some time, they scrutinize down and discern that they believe traveled quite a distance up the rock face.

    Just as with rock climbing, there are a yardstick set of techniques that can live used to safely and effectively accomplish the assignment at hand. In refactoring, these procedures are called refactoring techniques and there is a yardstick catalog of these techniques currently published. Each of these techniques is known to perform a safe transformation of code, where the deportment of the system is unchanged but the readability or the simplicity of the code is improved. A comprehensive listing of these techniques, including some very useful information, can live create in Martin Fowler's Refactoring. These refactoring techniques believe likewise been collected into an interactive website called Refactoring Guru. It is highly suggested that the reader familiarize him or herself with these techniques, as they constitute the vocabulary of refactoring. For example, it is common to hear a developer condition that he or she will "inline" a routine or "pull up" a routine or realm in a hierarchy.

    Making Progress

    It is critical to understand that refactoring is not a Sisyphean effort: There is a light at the terminate of the tunnel. Although removing one line in a code foundation of thousands, hundreds of thousands or even millions of lines of code may seem futile, it is not. Just as the system was built one line at a time, it can live cleaned up one line, one variable, one method, and one class at a time. It may seem unavailing since it appears that refactoring is truly never finished, but unlike Sisyphus, they are not doomed from the start and they are not cursed to never beget progress. It requires a decent degree of patience, as well as a few critical prerequisites.

    Prerequisites

    Not every code foundation can live refactored. Although any code can live cleaned up, only a specific code foundation can live truly refactored. In order to perform this process, they must believe two prerequisites in place: (1) a goal and (2) quick, automated tests.

    A Goal

    When refactoring, they requisite to believe a goal in mind. This goal does not requisite to live complicated or even large, but they requisite to believe criteria to know when they believe sufficiently refactored their code. For example, they may believe a very complicated class hierarchy, with unneeded levels of interfaces, abstract classes, and concrete implementations. Their goal for this hierarchy can live to reduce the number of classes to some manageable number. They can accomplish this by touching methods up and down the hierarchy, composing classes rather than inheriting them, and a host of other generalization techniques.

    Some tips to withhold in mind when establishing a goal include:

  • Keep it simple: Start wee and maintain focus on a reasonably-sized goal
  • Break down great goals: If a goal involves refactoring hundreds of classes at once, crack down this goal into wee pieces; pick a smaller subset of classes to refactor; once the refactor is completed on this subset, lumber onto another subset
  • Be specific: accomplish not tumble into the trap of stating that a goal is to "tidy up a method" or "clean up a class" (vague and abstract goals); instead, set a more measurable goal, such as to remove nested loops, remove complicated conditionals, reduce the number of lines of a method by touching common code into a private method, etc.
  • Focus on the end: accomplish not find distracted by the intermediate steps that are required to reach a goal; if reducing an inheritance hierarchy requires the creation of a few classes and the removal of others, accomplish not find bogged down and forget that the terminate goal is to refactor the hierarchy, not simply add and remove classes
  • Although there is always more to refactor in a code base, start wee and beget progress. Completing a wee refactoring earns us a plane of confidence and satisfaction. With a goal in mind, they can now provide the technical requirement for refactoring: Quick and automated tests.

    Automated Tests

    Two of the most critical questions they can quiz ourselves when they toil through the refactoring process are:

  • What is the desired deportment of the system?
  • How accomplish they know that it will remain consistent when they beget a change?
  • Both of these questions can live answered with tests. In theory, each time they beget a wee change to the system, the only pass they can know what the intended deportment of the system is and know that they did not change it is to elope a suite of tests for the code. In pragmatic terms, they requisite this test suite execute quickly and provide us with a simple yes or no respond to the question: Does everything noiseless behave as intended? In real-world applications, this means swift, automated tests that fully exercise the deportment of the system. In summary, their tests must believe the following characteristics in order for us to refactor code:

  • Execute quickly
  • Provide complete coverage
  • Pass if the remedy deportment of the system is exhibited and fail otherwise
  • Full coverage is difficult to strictly define, but it includes complete of the unit, integration, acceptance, performance, and stress tests that conduct an application or the section of the application they are concerned with refactoring. It is critical that these tests live quick to elope since they must find feedback relatively quickly in order for their refactoring to live fruitful. If tests elect a long time to run, it is unlikely that they will elope them each time they beget a change. For example, if they are performing wee refactorings that each takes about 15 seconds to complete and the test suite takes 10 minutes to run, it is very unlikely that they will elope the entire test suite after each refactoring. Note that not every test in the application needs to live elope (e.g. long-running acceptance tests for an unrelated portion of the system), but a sufficient degree of them should live elope to ensure that they believe not changed the deportment of the system when they refactored.

    These tests allow us to know that any change they beget does not alter the deportment of the system. By using these tests, they can systematically perform a cycle of refactoring without worrying that they will crack the system. This cycle starts with us making a change, running the tests, and seeing if the tests pass. If they do, they can leisure assured that their refactor did not adversely impress the system, and continue with another refactoring. If the tests fail, they know that they believe altered the system in some externally noticeable pass and should undo their changes (which in actuality, was not a refactoring since it changed the external deportment of the system). This process is illustrated in the design below.

    Image title

    This is very similar to the Test Driven Design (TDD) cycle, which actually includes a refactoring step. In TDD, they create a unusual test case, watch it fail, create a unusual feature, and ensure that the unusual feature passes their test case. Once the feature passes the test case, they can perform refactoring on the unusual feature. Each time they refactor the feature, they rerun complete of the tests to ensure that they believe not inadvertently altered the deportment of the feature. Once they are finished with their feature, they iterate the cycle, adding unusual tests and other features to the system. This process is illustrated in the design below.

    Image title

    While it takes trustworthy judgment to know when and where to refactor, the process of refactoring is systematic: beget a change and test. This cycle should not live broken, as making an untested change can antecedent solemn problems down the road. For example, suppose they perform five refactorings and then test. If the tests fail, they accomplish not know which of the refactorings altered the deportment of the code and it may live difficult to undo each of these refactorings individually. Therefore, it is critical to live deliberate in their refactoring process and not to outrun their headlights. In short, they should result the faded military adage:

    Slow is smooth, smooth is fast

    Before they lumber onto an example, it is critical that they elect a minute to understand what elicits the requisite to refactor in the first place, where to scrutinize for code that needs refactoring, and what they should recognize as code in requisite of refactoring.

    Accumulating Mess

    In a flawless world, their first pass at creating code would result in flawless, readable code that requires no changes. Each time they add to existing code, they would likewise elect the time to immaculate it up so that the unusual code melds with the existing code as if the two were originally designed for one another. In reality, they accomplish not live in a flawless world: They believe project budgets, time constraints, personal lives, cars that crack down, sick days that find taken, and corners that find cut.

    So how accomplish they terminate up in a plot where they are in requisite of refactoring? Each time they write code or beget changes to existing code, they accrue technical debt (for more information, discern the Refactoring Guru article on the topic). They (understandably) elect reward now for throe later. Instead of taking the time to write immaculate code, they find the job done and lumber onto the next task. They accomplish not believe the time to halt and beget certain that their methods are immaculate or elect time to reflect and discern if they could believe simplified their inheritance hierarchy. When a deadline is demeanor down on us, families at home that require their attention, and a host of other tasks to complete, something has to give. This is the time when they say, "I know it's not the pass I want it to look, but it works. I'll Come back to this later when I believe some free time." But they know, just as Benjamin Franklin said:

    Tomorrow, every foible is to live amended; but that Tomorrow never comes.

    Instead, they elect out a loan: Writing messy code that works now for the engage of cleaning it up later. Just like with monetary debt, though, this postponement accrues interest: Cleaning up the code later will live much more difficult than it is prerogative now. While it may live more difficult, they are not out of luck. There is a pass to beget repayments and reduce the principal on this loan: Refactoring. Even if they stumble across messy code (whether written by ourselves or others), it does not value that it has to remain messy. In fact, a few simple changes can fade a long pass in improving the readability and simplicity of code and even reduce the hassle of future tasks (it is much easier to add a feature to immaculate code than it is to messy code).

    As they will discern in the following section, they can elect messy code and ameliorate it without breaking it. This is not some pie-in-the-sky goal that is intended for impractical settings, but rather, can live accomplished in a relatively short period of time (relative to the gain they obtain), so long as they are diligent in following the refactoring process.

    Refactoring in Action

    Arguably, the most efficacious pass to understand refactoring is to discern it in action. To accomplish this, they will create an application that is answerable for calculating the statistics for a goalie over a unique ice hockey season. The two statistics they are interested in are

  • Goals Against average (GAA): The number of goals scored against a goalie (called Goals Against, GA) divided by the number of minutes the goalie played for a season multiplied by 60 (the number of minutes per hockey game)
  • Save Percentage (SV%): The total number of saves (Shots on Goal, SOG, minus the number of goals scored on a goalie) divided by the total SOG.
  • Stated formally:

    Image title

    To reckon these values, they create the following classes (note that the test cases for these classes can live create in this GitHub repository):

    public class Game { private final double minutesPlayed; private final int goalsAgainst; private final int shotsOnGoalAgainst; public Game(int goalsAgainst, int shotsOnGoalAgainst, double minutesPlayed) { this.goalsAgainst = goalsAgainst; this.shotsOnGoalAgainst = shotsOnGoalAgainst; this.minutesPlayed = minutesPlayed; } public int getGoalsAgainst() { revert goalsAgainst; } public int getShotsOnGoalAgainst() { revert shotsOnGoalAgainst; } public double getMinutesPlayed() { revert minutesPlayed; } } public class Season { private final List<Game> games; public Season(List<Game> games) { this.games = unusual ArrayList<>(games); } public Season() { this.games = unusual ArrayList<>(); } public void addGame(Game game) { games.add(game); } public void removeGame(Game game) { games.remove(game); } public List<Game> getGames() { revert games; } public GoalieStatistics getGoalieStatistics() { revert unusual GoalieStatistics(this); } } public class GoalieStatistics { private final Season season; public GoalieStatistics(Season season) { this.season = season; } public double getGoalsAgainstAverage() { if (season.getGames().isEmpty()) { revert 0.0; } else { List<Game> games = season.getGames(); int tga = 0; double mins = 0; for (Game game: games) { tga += game.getGoalsAgainst(); mins += game.getMinutesPlayed(); } revert (tga / mins) * 60; } } public double getSavePercentage() { if (season.getGames().isEmpty()) { revert 0.0; } else { List<Game> games = season.getGames(); int g = 0; int tsoga = 0; for (Game game: games) { g += game.getGoalsAgainst(); tsoga += game.getShotsOnGoalAgainst(); } revert ((double) tsoga - g) / tsoga; } } }

    While this code seems simple enough, there are a number of improvements that they can make. In particular, the methods in GoalieStatistics class can live simplified by removing the loops and improving the naming of the variables (our goal). At the moment, they can surmise what these methods are trying to accomplished, but they cannot read the methods clearly. First, they will split up the loops in both methods:

    public double getGoalsAgainstAverage() { if (season.getGames().isEmpty()) { revert 0.0; } else { List<Game> games = season.getGames(); int tga = 0; for (Game game: games) { tga += game.getGoalsAgainst(); } double mins = 0; for (Game game: games) { mins += game.getMinutesPlayed(); } revert (tga / mins) * 60; } } public double getSavePercentage() { if (season.getGames().isEmpty()) { revert 0.0; } else { List<Game> games = season.getGames(); int g = 0; for (Game game: games) { g += game.getGoalsAgainst(); } int tsoga = 0; for (Game game: games) { tsoga += game.getShotsOnGoalAgainst(); } revert ((double) tsoga - g) / tsoga; } }

    After this change, they rerun their tests and complete of the tests noiseless pass. This may seem counterintuitive: Why would they create more lines of code to accomplish their goal? If they scrutinize closely, they now discern that both methods believe the very logic for calculating the total SOG. To remove this duplication, they can exercise the extract routine refactoring to tow this common logic out into a unique method:

    public double getGoalsAgainstAverage() { if (season.getGames().isEmpty()) { revert 0.0; } else { List<Game> games = season.getGames(); int tga = getTotalGoalsAgainst(games); double mins = 0; for (Game game: games) { mins += game.getMinutesPlayed(); } revert (tga / mins) * 60; } } private int getTotalGoalsAgainst(List<Game> games) { int g = 0; for (Game game: games) { g += game.getGoalsAgainst(); } revert g; } public double getSavePercentage() { if (season.getGames().isEmpty()) { revert 0.0; } else { List<Game> games = season.getGames(); int g = getTotalGoalsAgainst(games); int tsoga = 0; for (Game game: games) { tsoga += game.getShotsOnGoalAgainst(); } revert ((double) tsoga - g) / tsoga; } }

    We again elope their tests and complete their tests pass. With this loop extracted into its own method, they can now discern they can simplify it into a unique line using the Streams API:

    private int getTotalGoalsAgainst(List<Game> games) { revert games.stream().mapToInt(game -> game.getGoalsAgainst()).sum(); }

    Again, they elope complete their tests and they complete pass (for the remnant of this article, they will skip mentioning that they rerun tests after each step, but live certain to rerun them after each step, regardless of how small). If they scrutinize at this method, it has only one parameter: A list of Game objects obtained from the Season object. This should hint that this routine probably belongs in the the Season class. In order to simplify their code, they will perform a lumber routine refactoring, adding a public version of this routine to the Season class, removing the unique parameter, and removing the original private routine in the GoalieStatistics class. Note that they likewise must change the calls to the original routine to calls to the Season class version of the method. This results in the following definitions for the Season and GoalieStatistics classes:

    public class Season { private final List<Game> games; // ... public int getTotalGoalsAgainst() { revert games.stream().mapToInt(game -> game.getGoalsAgainst()).sum(); } } public class GoalieStatistics { private final Season season; public GoalieStatistics(Season season) { this.season = season; } public double getGoalsAgainstAverage() { if (season.getGames().isEmpty()) { revert 0.0; } else { List<Game> games = season.getGames(); int tga = season.getTotalGoalsAgainst(games); double mins = 0; for (Game game: games) { mins += game.getMinutesPlayed(); } revert (tga / mins) * 60; } } public double getSavePercentage() { if (season.getGames().isEmpty()) { revert 0.0; } else { List<Game> games = season.getGames(); int g = season.getTotalGoalsAgainst(games); int tsoga = 0; for (Game game: games) { tsoga += game.getShotsOnGoalAgainst(); } revert ((double) tsoga - g) / tsoga; } } }

    We can iterate this process for the remaining loops in each of the GoalieStatistics methods. Note that they perform the extract routine refactoring, followed by the routine simplification (using the Streams API), followed by the lumber routine refactoring, ensuring that complete their tests pass after each step, not just at the beginning and the terminate of the three changes:

    public class Season { private final List<Game> games; // ... public int getTotalGoalsAgainst() { revert games.stream().mapToInt(game -> game.getGoalsAgainst()).sum(); } public int getTotalShotsOnGoalAgainst() { revert games.stream().mapToInt(game -> game.getShotsOnGoalAgainst()).sum(); } public double getTotalMinutesPlayed() { revert games.stream().mapToDouble(game -> game.getMinutesPlayed()).sum(); } } public class GoalieStatistics { private final Season season; public GoalieStatistics(Season season) { this.season = season; } public double getGoalsAgainstAverage() { if (season.getGames().isEmpty()) { revert 0.0; } else { List<Game> games = season.getGames(); int tga = season.getTotalGoalsAgainst(); double mins = season.getTotalMinutesPlayed(); revert (tga / mins) * 60; } } public double getSavePercentage() { if (season.getGames().isEmpty()) { revert 0.0; } else { List<Game> games = season.getGames(); int g = season.getTotalGoalsAgainst(); int tsoga = season.getTotalShotsOnGoalAgainst(); revert ((double) tsoga - g) / tsoga; } } }

    If they scrutinize at their GoalieStatistics methods, they discern that the games variable is now unused, so they can remove it. They can likewise rename the remaining variables in each of the methods to better portray the values they hold:

    public class GoalieStatistics { private final Season season; public GoalieStatistics(Season season) { this.season = season; } public double getGoalsAgainstAverage() { if (season.getGames().isEmpty()) { revert 0.0; } else { int totalGoalsAgainst = season.getTotalGoalsAgainst(); double totalMinutesPlayed = season.getTotalMinutesPlayed(); revert (totalGoalsAgainst / totalMinutesPlayed) * 60; } } public double getSavePercentage() { if (season.getGames().isEmpty()) { revert 0.0; } else { int totalGoalsAgainst = season.getTotalGoalsAgainst(); int totalSogAgainst = season.getTotalShotsOnGoalAgainst(); revert ((double) totalSogAgainst - totalGoalsAgainst) / totalSogAgainst; } } }

    There is one more refactoring that they can address: The summon season.getGames().isEmpty() is simply checking if there are games played for a season. In other words, "has the season started yet?" In order to better convey the intent of this conditional check, they will extract this check into a routine and lumber the routine to the Season class:

    public class Season { private final List<Game> games; // ... public boolean hasStarted() { revert !games.isEmpty(); } } public class GoalieStatistics { private final Season season; public GoalieStatistics(Season season) { this.season = season; } public double getGoalsAgainstAverage() { if (!season.hasStarted()) { revert 0.0; } else { int totalGoalsAgainst = season.getTotalGoalsAgainst(); double totalMinutesPlayed = season.getTotalMinutesPlayed(); revert (totalGoalsAgainst / totalMinutesPlayed) * 60; } } public double getSavePercentage() { if (!season.hasStarted()) { revert 0.0; } else { int totalGoalsAgainst = season.getTotalGoalsAgainst(); int totalSogAgainst = season.getTotalShotsOnGoalAgainst(); revert ((double) totalSogAgainst - totalGoalsAgainst) / totalSogAgainst; } } }

    Note that they believe used the negative of the original call. They can accomplish this refactoring by extracting the original season.getGames().isEmpty() summon into a routine named hasNotStarted. They then elope their tests and ensure their tests pass. They then negate the revert value and negate the locations that the hasNotStarted routine is called. They rerun their tests and then rename the hasNotStarted routine to hasStarted (to match the functionality of the newly negated revert value). They then retest, lumber the routine to the Season class, and retest again. In order to remove the confusion of the negated if-statement, they can swap the conditionals in the if-statement:

    public class GoalieStatistics { private final Season season; public GoalieStatistics(Season season) { this.season = season; } public double getGoalsAgainstAverage() { if (season.hasStarted()) { int totalGoalsAgainst = season.getTotalGoalsAgainst(); double totalMinutesPlayed = season.getTotalMinutesPlayed(); revert (totalGoalsAgainst / totalMinutesPlayed) * 60; } else { revert 0.0; } } public double getSavePercentage() { if (season.hasStarted()) { int totalGoalsAgainst = season.getTotalGoalsAgainst(); int totalSogAgainst = season.getTotalShotsOnGoalAgainst(); revert ((double) totalSogAgainst - totalGoalsAgainst) / totalSogAgainst; } else { revert 0.0; } } }

    While they believe reached a point where their GoalieStatistics class is sufficiently simplified, if they scrutinize closely, the getGames() routine of the Season class is no longer called. If they wished, they could beget this routine private or completely remove it. If the determination was made that this routine was no longer needed (and not used in other locations in the system), removing it would greatly increase the encapsulation and cohesion of the Season class. This is just one sample of how refactoring one class may result in simplifications in improvements in others.

    Note that the final code (after complete refactorings above believe been completed) can live create in this GitHub repository. Remember: This is only one pass to refactor the GoalieStatistics class. Performing other refactorings may believe led to another final set of classes. If they believe done so, regardless of the specific sequence of refactorings they used, they believe accomplished their mission.

    Conclusion

    Refactoring is one of the most fundamental skills that any developer can possess. Although it is often referred to in an informal manner, refactoring is a well-disciplined process requiring a goal, efficacious tests, and knowledge of the approved refactoring techniques. As they believe seen in this article, no matter the condition in which they find their code or the condition in which they left it, refactoring is an essential appliance in paying down the principal on technical debt.


    Understanding SCAP NIST guidance and using SCAP tools to automate security | killexams.com actual questions and Pass4sure dumps

    Many questions arise at the mention of the Security Content Automation Protocol (SCAP): What is it, how does it...

    work, and how can it live useful for an enterprise?

    This tip is intended to present some background on what SCAP is and when and how an organization would profit by relying on this protocol to enhance enterprise security.

    What is SCAP?According to SCAP NIST guidance (.pdf), SCAP -- pronounced as either "S-CAP" (ESS'-cap) or as each epistle individually: S-C-A-P -- is:

    "…a suite of specifications that standardize the format and nomenclature by which security software products communicate software flaw and security configuration information."

    SCAP was developed to 1) organize, 2) express and 3) measure security information in standardized ways, thus providing an automated approach to maintaining the security of enterprise systems.

    More specifically, the NIST guidance lists three ways in which SCAP can live used to maintain the security of enterprise systems, including:

  • Automatically verifying the installation of patches;
  • Checking system security configuration settings, and;
  • Examining systems for signs of compromise.
  • The primary driver for SCAP's development is to assist organizations that requisite to comply with the U.S. Federal Desktop Core Configuration (FDCC) and the United States Government Configuration Baseline (USGCB)1 initiative, which has evolved from the Federal Desktop Core Configuration mandate requirements. SCAP-validated scanning tools can live used to scan affected systems and provide reports regarding whether those systems are compliant with FDCC. This is a time-saver and will assist organizations live more readily prepared for audits that require FDCC compliance.

    SCAP has two major elements:

  • First, it is a protocol. SCAP is a suite of four open specifications that standardize the format and nomenclature by which software communicates information about publically known software flaws and security configurations annotated with common identifiers and embedded in XML. Essentially this is a means of establishing some automated "on/off" switches when checking to discern if a server or desktop is compliant with the yardstick in question. This is practical because the output is a standardized, non-proprietary format that can live used across different organizations. Each specification is known as an SCAP component. (NIST likewise gives more information on SCAP v1.0 components.)

  • Second, SCAP includes software flaw and security configuration yardstick reference data, likewise known as SCAP content. This reference data is provided by the National Vulnerability Database (NVD), which is managed by NIST and sponsored by the Department of Homeland Security (DHS). SCAP content is available on the NVD.
  • So, there's SCAP content (i.e., reference data) and SCAP components (i.e., security specifications). In order to beget these toil effectively, the SCAP authors believe integrated the SCAP content and the SCAP components into SCAP-expressed checklists that exercise a standardized language to express what platform is being discussed (think Common Platform Enumeration (CPE)) and what security settings should live addressed (think Common Configuration Enumeration (CCE)). It would likewise live possible to exercise the checklists in a manual manner to set up the system in question. However, the number of settings is substantial, and, as such, an automated system like SCAP is preferred.

    The National Checklist Program (NCP) website is the repository for SCAP-expressed checklists.

    An sample of a checklist page from this website for FDCC Windows XP is shown in design 1 below:

    Click to enlargeFigure 1: Checklist for FDCC Windows XP

    As a note, if you scrutinize at the Supporting Resources section of this page, there is a "Human Readable" or "prose" version of the settings that, when downloaded, provides a spreadsheet of the policy setting and name, the CCE reference, the registry setting, as well as the description and what the Federal Desktop Configuration should live for each policy (e.g., Disabled, Enabled, etc.). An sample of the spreadsheet is shown in design 2.

    Click to enlargeFigure 2: Human Readable Version of FDCC Settings

    Each checklist is assigned a tier relative to its automation operability as pertains to the SCAP protocol. The tiers are designated as I - IV.

  • Tier I checklists are prose-based, i.e., narrative descriptions of how a person can manually alter a product's configuration.

  • Tier II checklists minister to list the recommended security settings in a proprietary, machine-readable format.

  • Tier III checklists exercise the SCAP protocol to document their recommended security settings in machine-readable, standardized SCAP formats.

  • Tier IV checklists include complete the properties of the Tier III checklists. Additionally, they are considered production-ready and believe been validated by NIST to ensure interoperability with SCAP-validated products. Tier IV checklists likewise demonstrate the skill to map low-level security settings to high-level security requirements as represented in such frameworks as SP 800-53 controls for FISMA. (Note: complete the FDCC Checklists are tier IV in the National Vulnerability Database.)
  • Of note, organizations obligated to comply with federal mandate for SCAP are required to exercise the highest tier for their computer security automation. Also, there are plans for a Content Validation Program to allow vendors or anyone else to believe their content posted to the NVD as Tier III or Tier IV content. However, a date for when this will live implemented is not currently available.

    How can an enterprise elect edge of SCAP?According to NIST, organizations interested in taking edge of SCAP tools (.pdf) should adhere to the following recommendations as illustrious in the publication:

  • Use SCAP-expressed security configuration checklists to automatically ameliorate and monitor a system's security. The SCAP-expressed checklists assist automatically generate assessment and compliance evidence and can live downloaded from the National Checklist Program website referred to above. It is critical to note, however, that the current version of SCAP does not fix or remedy any discrepancies illustrious between actual configuration and the checklist –- that is anticipated for future SCAP tools and is already in some proprietary applications.

  • Take edge of SCAP to demonstrate compliance with high-level security requirements that originate from mandates, standards and guidelines, such as FDCC. This likewise can assist an agency live better prepared for a FISMA audit.

  • Use standardized SCAP enumerations, identifiers and product names such as Common Vulnerabilities and Exposures (CVE), Common Configuration Enumeration (CCE) and Common Platform Enumeration (CPE) nomenclature. In other words, exercise a common language so descriptions of vulnerabilities or exposures operate with the very terminology and reference the very MITRE CVE/CCE/CPE database. This allows organizations to better understand the system vulnerabilities and affected configurations when cross-talking between organizations and referring to security-related software flaws, security configuration issues and platforms.

  • Use SCAP for quantitative and repeatable vulnerability measurement and scoring through the combination of Common Vulnerability Scoring System (CVSS), CVE and CPE. Because SCAP does provide for some scoring during the analyses, you can exercise the scores to plot and establish trends, comparisons, etc.

  • Acquire and exercise SCAP-validated products. U.S. Federal agencies and those companies supporting U.S. government agencies must exercise SCAP-validated FDCC scanners for testing and assessing FDCC compliance.

    Of note, NIST has established both an SCAP product-validation program and a National deliberate Laboratory Accreditation Program (NVLAP). These programs are coordinated to ensure the SCAP products are effectively tested and validated to conform to SCAP requirements. NIST maintains a list of accredited laboratories and currently validated products. A realistic showing some of the currently validated products is shown in design 3.

    Click to enlargeFigure 3: SCAP Validated Products (Examples)

  • Adopt SCAP and exercise its capabilities when developing software and/or security checklists, thus verifying the software provides the skill to assess underlying software configuration settings rather than relying on more costly manual checks or proprietary checking mechanisms.
  • In addition to the NIST SP 800-117 suggestions above, Karen Scarfone, a computer scientist and project manager with NIST, gave an excellent SCAP Overview Presentation (.pdf) that illustrious these common uses of SCAP:

  • Perform security configuration verification: Here you can exercise an SCAP-expressed checklist and compare it to a system's actual configuration. You can verify and audit a system before deployment using these checklists. Also, you can map individual system settings to high-level requirements such as FDCC, etc. using the checklist capability.

  • Check system for signs of security compromise: If you know the characteristics of the attacks, then you can check for altered files or the presence of a malicious service. For example, if you know the assault alters a specific .dll file, then you can check for any particular changes to the associated file.
  • BenefitsSCAP is touching along and is being implemented primarily due to federal mandate by the U.S. Office of Management and Budget. SCAP v1.0 is being adopted and products are being developed and tested for accreditation by NIST-approved laboratories. Version 1.1 was expected in late 2010 and candidate specifications for version 1.2 are already under review, per Karen Scarfone.

    What are the potential organizational benefits of using SCAP? Here are a few:

  • By using SCAP, you can increase automation and reduce manual pains to obtain assessment results, determine those corrective actions needed and thus provide substantial cost savings.

  • Because you are using the common language mandated by SCAP, the resulting XML-coded results will allow for easier communication of results across the other SCAP system users. Also, this will allow for easier comparison of issue sets between security organizations because the vulnerabilities are described using the very codex of CVSS, CVE and CPE.

  • By using SCAP-validated products, organizations are more likely to live better prepared for FDCC audits.

  • A primary profit of SCAP content is the skill to beget and modify your own checklists. You are not obligated to exercise only the FDCC /USGCB content unless you are under the government mandate.
  • I suspect they will complete hear more about SCAP implementation in the future, and, with the newer versions of the protocol, there will live even more potential benefits for automated security.

    1The United States Government Configuration Baseline (USGCB) will live the successor to FDCC and will hold Win 7 as well as other operating system coverage like Red Hat, Solaris, etc… when their content is finalized. USGCB is expected to live incorporated into SCAP 1.1.

    About the author:Ernest N. Hayden (Ernie), CISSP, CEH,  is an experienced information security professional and technology executive , providing thought leadership for more than 10 years in the areas of information security, cybercrime/cyberwarfare, commerce continuity/disaster recovery planning, leadership, management and research.  Based in Seattle, Hayden holds the title of “managing principal – energy security” at Verizon’s Global Energy & Utilitiespractice, devoting much of his time to energy, utility and smart grid security on a global basis.  Prior to his current position at Verizon, Hayden held roles as an information security officer/manager at the Port of Seattle, Group Health Cooperative (Seattle), and Seattle City Light.    Hayden’s independent recommendation does not necessarily reflect complete positions held by Verizon. Read more of Hayden’s expert adviceon his contributions to the Verizon believe Forward blog. Submit questions or comments for Ernie Hayden via email at editor@searchsecurity.com. 


    BI and CPM markets to find cozy in 2007 | killexams.com actual questions and Pass4sure dumps

    Analysis For years analysts believe asked suppliers "so which market are you in - BI or CPM?" Suppliers were degree coy about the answer. BI and CPM were perceived as distinct and sunder markets.

    BI was the high margin cash cow and CPM was the question designate in the portfolio. Suppliers did not want to risk cash flood from the great $7bn BI market by gambling on the smaller $1bn CPM market. Hence, supplier commitment to a CPM marketing message or a BI marketing message vacillated depending on whether cash flood or unusual market penetration was the current key directive. But complete has now changed.

    2006 was a majestic year for the CPM vendors and most registered more than 30 per cent revenue growth. Sniffing opportunity, supplier indecisiveness vapourised overnight. The respond to the "which market are you in?" question has been categorically answered: "BOTH".

    All the BI vendors are now firmly positioning themselves in the PM market. commerce Objects will shortly unveil ambitious PM plans based on its acquisitions of ALG and SRC. Cognos boasts an innovation centre that delivers industry sector CPM solutions in Cognos Performance Blueprints. It now talks openly of "Cognos BI/PM solutions". SAP (with SEM) and Oracle (touting both its own CPM suite and the ex-PeopleSoft EPM suite) are pushing unusual BI and CPM solutions as portion of their "enterprise solution stacks". SAS is leveraging its analytics market leadership position into enterprise PM products. Microsoft will launch its PerformancePoint PM suite in 2007.

    Paradoxically, Hyperion is touching in the opposite direction. Having led the CPM market from its inception it is now reverting to its BI roots and will present "Why buy BI from a performance management vendor?" at the upcoming Gartner BI Summit.

    So what's next for the BI/PM vendors? BI as a category will gradually disappear, as OLAP did before BI. "Content intelligence" will become the unusual category and the next holy grail. Already SAS, IBM and Cognos are offering enterprise search for unstructured data - emails, Word, PDF documents and the like.

    If the BI/PM vendors can combine their mastery of data intelligence (as in BI) with text intelligence (as in document management) to slice and dice, drill down, and aggregate data and text for any question a user might reliance to ask, then customers will really believe something to rave about - a pass of emulating the pass they currently toil with paper. The answers to "where did I plot that file?", "what does this information and data value for the business?" and "what is the context for these conclusions?" will become only a mouse click away. The adoption of SOA will beget this easier. Structured and unstructured data management software tools will converge facilitated by SOA.

    Expect more acquisitions and unusual competitors in the Content Intelligence space. HP's recent acquisition of BI/PM provider Knightsbridge is ominous, as is Google's emerging presence in the corporates with its Google (enterprise) Search Appliance - British Airways is a reference customer.

    But what of the pure-play BI and PM vendors? In PM the likes of CorVu and Pilot will provide specialist niche market solutions to government, healthcare, and other markets where specialist non-standard PM solutions are required. BI 2.0 will emerge, but in a slightly different shape than most commentators are predicting. high growth vendors such as QlikTech, Spotfire, and Tableau present fast, flexible, highly interactive and visual solutions for knowledge workers. BI 2.0 will live for the scientific, technical, and professional knowledge workers - the leisure of us will access more basic BI functionality and reporting as portion of enterprise-wide performance management systems.

    Copyright © 2007, IT-Analysis.com

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