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IBM Watson services Market could be valued at US$ 19.7 Billion by using 2027 | killexams.com true Questions and Pass4sure dumps

IBM Watson is regarded to be the first-ever commercialized cognitive computing platform, designed mainly for underpinning the construction of a number of commercial enterprise options. IBM Watson functions continue to tap vast break in the rapidly evolving cognitive computing container, which has been reshaping the character of enterprise operations, thereby deciding upon their boom. research document Insights (RRI) evaluation the IBM Watson capabilities market to list a righteous upward thrust in evaluation period 2027. IBM Watson administrations are evaluated to be soldover US$ 19.7 Billion by ending of 2027

according to research file Insights Survey, loads of individuals might considering that the expense tag for a Watson-class computer comes in at around a reasonable-sounding $three million. in accordance with Tony Pearson, master inventor and senior consultant at IBM, a power 750 server retails for $34,500.

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IBM Watson capabilities: precise-time Decoding of consumer decisions and cutting back routine Downtime Attributes fuelling Adoption

IBM Watson functions aid dealers in decoding consumer selections by means of providing insights into latest traits, and key points of marketing. This further enable agents in improving the profitability, and adorning their business effectivity. working more with no calamity the usage of analytics, IoT, and cognitive computing, IBM Watson helps manufacturing plant life in decreasing downtime and improving the yardstick operational first-rate.

Douglas Hofstadter, cognitive scientist and Pulitzer Prize-successful creator of Gödel, Escher, Bach, currently claimed that IBM's Jeopardy! Champion AI tackle Watson isn't precise simulated intelligence. Watson, he says, is “just a textual content search algorithm linked to a database, identical to Google search.

IBM Watson capabilities: high growth in Healthcare with BFSI on the path

IBM Watson’s cognitive computing or AI platform has been reforming the healthcare operations for the judgement that the fresh previous. services offered by IBM Watson facilitate healthcare authorities by screening constitution & unstructured records of patients, and recent evidence-based mostly medicinal drugs, regulatory requirements, and satisfactory requisites. IBM Watson has been built for churning through ever-becoming quantity of research records, thereby promising quickly advertising of novel drugs.

IBM Watson services are being radically employed by pharmaceutical agencies, educational institutions, and clinical instruments producers for drug repurposing and novel drug target identification. The capabilities for AI in improving the universal quality and consistency of cancer care, which has enabled physicians in spending more time on delivering reliance to sufferers, has paved lucrative alternatives for IBM Watson features in the healthcare sector.

Fund associations are going into corporations with IBM for using the Watson innovation in growing compelling consumer managing an account preparations. attach up-improvement of subjective advances to deliver customer capabilities, IBM Watson has provided administrations that empower fund organizations in overseeing administrative and consistence controls. insurance policy workers can employ IBM Watson benefits in quick assurance of the qualification and percentile of pretension that must be paid, along these lines picking better selections and increasing more desirable results.

Banking, financial services & assurance (BFSI) is estimated to path healthcare in terms of IBM Watson services market’s profits share. currently, IBM Watson fiscal capabilities vigour services apropos of the wealth administration industry, monetary possibility administration options, and coverage features.

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IBM Watson positive aspects Momentum by using Facilitating Coding of herbal Language Processing

IBM Watson language functions are poised to hang bulk shares of the market over the forecast duration. IBM Watson integrates actual-time computing energy & desktop studying, into language processing for sifting through monstrous unstructured statistics, corresponding to convivial posts, journals, emails, and documents, for presenting solutions sooner. superior & enhanced understanding of communications - certainly herbal language processing & translation – is a key agenda of IBM Watson language services, which in flip has propelled their require amongst information facilities.

in the wake of simulated intelligence (AI), in which sensible and context-specific purposes had been introduced, IBM Watson imparts a mountainous selection of features regarding natural language that permit extraction of keyword phrases, sentiments, and entities, together with other semantic particulars in a offered text. technologies for desktop language translation akin to IBM Watson’s Language Translator are supine to profit expanded require within the box of automation, while disrupting the international carrier birth.

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About Us:analysis file Insights (RRI) is a leading market intelligence and consulting firm. They carry a host of capabilities together with customized research studies, syndicated analysis experiences, and consulting functions that are personalised in nature. RRI grants a complete packaged solution to consumers; this combines existing market intelligence, expertise inputs, statistical anecdotes, valuable expand insights, 360-degree view of the aggressive framework, and anticipated market trends.

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united states : European Startups select IBM Cloud to power Innovation | killexams.com true Questions and Pass4sure dumps

Nov 15, 2018 (Euclid Infotech Ltd by the employ of COMTEX) -- At its feel South East Europe conference, IBM announced momentum of its cloud options among European startups. a number of organizations in the belt Have became to the IBM Cloud for AI, blockchain and information superhighway of issues (IoT) technologies with a view to compel innovation and scale globally. They consist of blockchain-based digital id company, Blinking; developer and brand of in-wheel electric propulsion systems, Elaphe; and cardiac scientific contraptions developer, HeartBit.

"Startups and commercial enterprise agencies alike locate cost in IBM's open approach to cloud computing which, coupled with their profound business talents, offers the flexibility and features they exigency as they grow and transform," spoke of Michael Paier, regularly occurring manager, IBM Southeast Europe. "by means of opting for IBM Cloud, organizations are able to achieve a powerful deal more than simply reduce fees. via tapping unique cloud-based capabilities infatuation simulated Intelligence (AI), blockchain and information superhighway of issues (IoT), they're capable of innovate novel enterprise models and help novel capabilities on the wing that assist them differentiate from the competition."

present day tidings builds on IBM's global cloud momentum amongst startups and international brands infatuation Bausch + Lomb, Whirlpool and Kyocera, which might be migrating foremost workloads and modernizing present infrastructures with the IBM Cloud. just two weeks ago IBM introduced that lots of of corporations around the world (together with novel Zealand Police, China's Fuyao community, Japan's Aflac insurance, Turkey's credit bureau Kredi Kayt Brosu and Brazil's fidelity countrywide information features) at the second are the usage of IBM Cloud inner most to advocate modernize their latest IT investments and hastily expand and install imaginative novel functions to fulfill market demand.

Startups throughout South East Europe the employ of the IBM Cloud encompass:

Blinking, Serbia

Blinking is a blockchain-primarily based digital identification solution provider that gives users manage over their statistics, using Hyperledger fabric on the IBM Cloud. individuals create their own digital identity with a Blinking id and then authenticate themselves the employ of plenty of innovations including password, facial recognition and fingerprint scanning. With the service, people can authorize or revoke entry to 3rd-parties every time they are required to assess their identification. the employ of IBM Cloud private, Blinking is piloting a know Your consumer (KYC) carrier with 5 Serbian banks.

Careesma.co, Croatia

Careesma has constructed a digital lieutenant called Smarty that simplifies scholar-dealing with services at the Zagreb faculty of economic and administration. The tackle can rapidly respond to questions from college students on a 24/7 foundation in spite of the plot they are located. Smarty is according to IBM Watson Assistant, a provider on the IBM Cloud which makes employ of computer studying to advocate agencies build options that bethink natural-language and respond to shoppers in a means that simulates a dialog between people.

HeartBit, Hungary

HeartBit teamed up with IBM to construct the again-conclusion for its pioneering wearable ECG equipment. The tackle captures facts from the Heartbit machine, transmits it to the IBM Cloud via a cell app, where it's saved and analyzed the usage of the newest AI applied sciences. With insight from the Heartbit app, users can optimize their practising schedules and rep vigorous safely. The enterprise selected IBM Cloud capabilities as a result of the extravagant degrees of protection of the IBM Cloud as well as IBM's leadership in records privacy.

Indivizo, Hungary

Indivizo offers facts-pushed recruitment solutions to assist HR determination makers hire righteous capacity faster. The business has integrated IBM's Watson AI expertise on the IBM Cloud to analyse video interviews with job candidates. using advanced video analytics, Inivizo is in a position to create character profiles that provide HR with further perception about a candidate's suitability for a given position.

Elaphe Propulsion applied sciences, Slovenia

Elaphe selected IBM Cloud to access IBM's internet of issues (IoT) technologies to advocate expand the protection of subsequent technology autonomous and linked electric powered and hybrid vehicles. With the IBM cloud, Elaphe is capable of analyze precise-time guidance about riding situations and automobile efficiency to generate valuable insight that can assist the construction and operation of motors the employ of the company's in-wheel powertrain methods.


00M-609 IBM Insurance Industry Solutions Sales(R) Mastery Test v1

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00M-609 exam Dumps Source : IBM Insurance Industry Solutions Sales(R) Mastery Test v1

Test Code : 00M-609
Test title : IBM Insurance Industry Solutions Sales(R) Mastery Test v1
Vendor title : IBM
: 30 true Questions

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THE novel WORKER ELITE Technicians are taking on a bigger role and commanding novel respect as the core employees of the Information Age.

By Louis S. Richman

(FORTUNE Magazine) – Chances are pretty righteous that Beth Malloy will play a major role in making a scientific discovery that may one day rescue your life. A laboratory technician on the cardiovascular research team at Genentech, the biotechnology company in South San Francisco, Malloy, 35, isolates and analyzes rare proteins found in plasma, the substances that when cloned shape the structure blocks of biotech drugs. A decade ago the mastery of such esoteric procedures was the province of Nobel laureates. Now, Malloy, a chemist with a master's degree from San Francisco condition University, and many of Genentech's 369 other science technologists accomplish these miracles routinely. She and her colleagues are but a miniature Part of the big and rapidly growing population of technicians -- a novel worker elite who are transforming the American labor compel and potentially every organization that employs them. As the farm hand was to the agrarian economy of a century ago and the machine operator was to the electromechanical industrial era of recent decades, the technician is becoming the core employee of the digital Information Age. The trend reflects what Stephen R. Barley, an ethnographer at Stanford University's school of engineering, describes as the "technization" of American labor. The sheer growth in the number of technicians and the diversity of occupations they hold bespeak a profound change in their second to companies that hope to survive and thrive in an era of epochal change. Since 1950 the number of technical workers has increased nearly 300% -- triple the growth rate for the drudgery compel as a total -- to some 20 million. With one out of every four novel jobs going to a technical worker, the Bureau of Labor Statistics (BLS) forecasts that this army of techno-competents -- already the largest broad occupational category in the U.S. -- will picture a fifth of total employment within a decade (see chart). The convergence of two big forces are giving technicians novel importance. First, increasingly powerful, versatile, and user-friendly novel technologies -- from the software that electronics technicians employ to test printed circuitboards to the automated protein analyzers Beth Malloy programs to dash experiments -- are eliminating the exigency for workers to accomplish many time- consuming routine tasks, the donkey drudgery of the advanced industrial age. Thus they are freed to tackle more challenging activities that require judgment and skills. Second, as more companies depend on technology to assist liquidate quality defects, speed up product development, and help customer service, technicians become the front-line workers they depend on. So thoroughly has technology suffused the workplace that technical workers are nascence to emerge from the virtually invisible middling stratum they've traditionally occupied. No longer are they mere subordinates to managers and just a notch above the less-skilled blue- and pink-collar masses. As corporate hierarchies collapse and the boundaries between organizations dissolve, employers are nascence to gain a novel appreciation for the drudgery technicians achieve -- and their insights into how it should be done. In the novel economy, says Michael Arthur, a management professor at Suffolk University in Boston, it is competence rather than a plot in a hierarchical pecking order that defines an employee's value: "Technical occupations are becoming the novel anchor for people's careers." Who better for the smart employer to enlist in the exertion to gain a competitive edge than those who actually man the tackle that will carry us into the future? Technical workers assist design, manufacture, and service the wondrous medical devices that allow hospital technologists to peer into the body's tissue. Engineering technicians test the integrity of materials used in the construction of bridges, buildings, and dams. They are the developers and caretakers of the computer and telecommunications networks that keep your business running, and they bear the dazzling computer-graphic presentations that assist your sales compel land novel customers. Technicians bring varying levels of formal education and credentials to their work. Many enter technical fields with no more than a high school diploma and a splash of training acquired on the job. Since the smaller armed forces of today no longer gyrate out technicians in the numbers they did during the frigid War years, more aspiring technical workers are coming to these careers from a trade school or a community college. And an ever-increasing number of them Have a four-year university education or advanced degrees. According to projections made by BLS economist Kristina J. Shelley, the number of college graduates who pick jobs in technical fields will grow by 75%, to 2.2 million, over the coming decade. To profit fully from the expanded opportunities open to them in the novel economy requires that technical workers -- and the companies that employ them -- adopt a novel mindset. Because many technicians enter the labor compel as hourly employees, they too often view the drudgery they achieve as a job instead of as the foundation of a career. The distinction is growing more critical. Jobholders, Suffolk University's Arthur explains, accomplish a limited purview of tasks within the context of a specific organization. Careerists, by contrast, define themselves by the cluster of skills they bring to their drudgery -- competencies that are transferable from employer to employer and which they can expand over the course of their working lives. They're ever on the prowl for the next exciting project to drudgery on. And companies that would harness their talents must learn novel lessons of how to manage, motivate, and reward them accordingly.

-- Give your technical workers leeway to grow -- or someone else will. Richard Mixon, 41, is one of the novel breed who is actively managing his career. A senior electronics engineering technician in the seismic testing division of the Western Atlas oil exploration company in Houston, Mixon early on made it his mission to hunt out jobs that would allow him to grow. "I wanted to Have a broad enough spectrum of skills to be able to meet into any technical environment," he says. The son of a construction worker, Richard studied electronics for two years at the University of Houston with the direct of working in the computer industry. Lacking the funds to continue his studies, however, he took a job with IBM ! repairing office equipment. The five years he spent as a service representative taught him valuable lessons in how to deal with customers, but it wasn't getting him any closer to his goal of working with engineers who design computer circuitboards. He left IBM, in 1978, to combine Texas Instruments, which hired him to repair integrated-circuit test systems. Inside a year, Mixon realized that without a four-year engineering degree his chances for advancement with TI were limited. But he could see that printed-circuit technology was nascence to spread to many other industries besides computers -- and with it, his opportunities to pick on more challenging projects. So when he scholarly about an opening for an electronics lab technician at Halliburton, an oil-field services company that was booming in the energy-short years of the early 1980s, he jumped. The travel exposed Mixon to the kind of drudgery he had been longing to do. Over the next nine years at Halliburton and, later at Schlumberger, which offered him both more money and more tantalizing assignments, Mixon assisted electronics design engineers in developing circuitboards that would fade into the latest geologic data-acquisition equipment. Despite the challenge, after a while Mixon could see no further career advancement awaiting him at Schlumberger, so he began to witness for opportunities outside the company. A recruiter sounded him out about moving to a bigger job with Western Atlas, and he grabbed the offer. In his current position, Mixon is helping to develop an electronic sensing system that will be used to locate oil. In addition to working on the design of novel circuitry, he is the point man delegated to drudgery with manufacturing to bring the novel gear quickly into production. And he's always on the lookout for novel tasks to pick on. Says Mixon: "It's better to inquire for forgiveness than for permission." Mixon's ultimate goal is to build on the broad technical basis by starting his own business.

-- Technical workers are moving from the back office to the customer interface. With the novel corporate focus on customer satisfaction, companies infatuation TIE Communications, a telecommunications tackle supplier with annual revenues of $110 million, are relying more heavily on their technicians. TIE hopes to win market partake from its scores of smaller rivals and crack novel markets that the mountainous regional phone companies are leaving behind. But executives at TIE's headquarters in Overland Park, Kansas, realized that growth would not arrive simply by pushing more hardware. They too needed to distinguish their company with superior customer service. Falling prices for telecom gear were bringing products infatuation videoteleconferencing tackle and advanced multiplexers for data transmission within achieve of the miniature and midsize businesses that TIE targets. Problem was, the new, integrated black-box telephony is intimidatingly complex, some of it far beyond the servicing capabilities of many of TIE's 400 technicians. Says executive vice president Eric Carter: "Unless they did a better job of training them, their technicians would drive clients away." TIE set out to mold every of its technical service reps into, as Carter puts it, "ambassadors to the customers." The company contracted with the Corporate Educational Services division of DeVry Institute of Technology, a leading for- profit technical training academy that operates 13 schools throughout North America, to assist design a curriculum. In addition to providing its technicians with a hard grounding in how the complicated novel circuitry and software work, TIE wanted the novel courses to help their communications skills so that they could assist sell customers on novel products and services. The training, which began eventual fall, brings groups of some 20 service reps from TIE's 58 district offices to Overland Park during the first two weeks of each month. TIE plans to cycle every of its technical workers through each of three progressively more advanced levels of training over the coming six years. An added capitalize of this instruction: By mingling with colleagues from different offices, the customer service techs swap war stories on problems they've encountered in the territory and pick hands-on solutions back to work. Technicians who Have been through the training's first angle are enthusiastic: Steve Barbier, 32, an eight-year TIE veteran in the St. Louis office, says the program "turned on major light bulbs." Barbier is a high school graduate who had worked his artery up from the lowly $4.25-per-hour job of pulling cables to a skilled $16-an-hour position supervising novel installations and more sophisticated tackle repair. But his limited understanding of the systems' inner workings made him reluctant to recommend to customers that they upgrade their networks with gear he was unsure he could service. That exigency of aplomb is no longer an issue. Says Barbier: "Where I would once pick five steps back to avoid a problem, I now pick two steps forward with a novel solution that helps the customer, TIE, and me."

-- Today's technicians are tomorrow's executives. Some organizations are starting to invent the mastery of a technical speciality the prerequisite for career growth. At Union Pacific, for example, every novel employees who aspire to a management position must first become a "data integrity analyst." Why the hurdle? Union Pacific carries 13,000 shipments a day on 700 trains running on 19,000 miles of track. Coordinating that massive traffic flow poses a huge data management challenge, one that required a novel approach to the rail business. Says national customer services vice president Jim Damman: "We saw that the company's future growth would depend more on the capacity of their managers to be masters of technical data rather than overseers of the hourly workers." Since 1986, Union Pacific has been replacing the paper mountain of shipping orders, bills of lading, and invoices it once swapped with its customers and their shipping agents with a computerized electronic data interchange (EDI) system it has developed. Now, some two-thirds of every the railroad's client communications -- up from just 3% eight years ago -- are managed via EDI from a separate customer-service focus in St. Louis rather than through the 40 offices that formerly handled the unwieldy paper flow. Empowered by EDI, the data integrity analysts keep tabs on every of the customers' contacts with the railroad. They create minute electronic profiles for each shipper that permit the customer service representatives to facilitate order taking or resolve questions. They too provide the information that dispatchers in Omaha employ to track shipments and that clerks in accounting depend on for accurate billing information. Just as valuable as the huge improvement in efficiency that EDI has wrought (employee productivity at the St. Louis focus is up 300% since 1986) are the fabulously affluent strategic uses Union Pacific can invent of the amassed data. The railroad's goal is to mine that treasure-trove to be able to tender customers higher value-added services tailored to their needs. Thus, veterans of the data integrity job, infatuation Robyn Bohnert, are promoted to the more advanced technical roles of finding ways to organize the data for novel business uses. Hired as a customer service representative in 1990, Bohnert, now 26, spent two years as a data integrity analyst. eventual February she advanced to a position as project manager for novel systems development, which pays her some $35,000 a year. Her job draws heavily not only on her technological skills but too on her erudition of marketing. She uses the EDI customer profiles to build novel databases that might, say, assist a team that works with grain commodity shippers uncover evolving patterns in their usage of the railroad's services and sell them on novel ones. She has too attach her technical talent to employ in helping Union Pacific help its own performance, extracting from the databases she's created the sources of customer problems and how much it cost the railroad to address them. Says Bohnert: "We're just nascence to scratch the surface of the improvements that a technical analysis of the data will reveal."

-- Technical workers gyrate black-box technology into productivity gains. Long the jealously guarded privilege of management, access to information virtually defined power and status in the traditional corporate bureaucracy. But with the advent of networked computing, it is quickly becoming the common wealth of every employee. Stephen Kellogg, the computer system administrator for an Atlanta engineering and architecture hard called Armour Cape & Pond (AC&P), plays midwife to that revolutionary change. Hired into the newly created position eventual October, Kellogg, 26, is liable for the hardware and software that together invent up AC&P's electronic umbilical cord to the 60 architects, drafters, and sales and administrative advocate staff in Atlanta and Washington. The job demands full employ of the programming, systems-analysis, and electronics-maintenance skills he acquired in the Coast Guard and later developed at a technical institute. Keeping the system running and handholding the firm's neophyte computer users would be job enough to win Kellogg his $30,000 annual compensation. But he must too keep data moving smoothly among the AC&P's computer workstations, allowing drafters to translate architect's concepts into full-scale renderings and keeping track of their frequent design changes. The network must too accommodate the sales compel and allow the folks in accounting to track invoices, payments, and payrolls. Says Kellogg: "The payoff from the novel technology comes when the total organization applies its power to drudgery in dramatically novel ways." Kellogg is the one who makes confident that AC&P capitalizes fully on technological advances. To that end, he has formed a power-users' group, a | committee made up of staffers who are masters of the intricacies of the system. He calls on them to lead monthly training sessions open to every employees to quicken the spread of the best practices throughout the firm. Kellogg is too busily scouting out the newest hardware and applications software that will keep his hard on the cutting edge of technology. So principal achieve AC&P partners see that stint that they now embrace Kellogg in every their weekly meetings. "I see no restrict to the potential growth of my role," he says.

-- The payoff from technical training is big. Automation of manufacturing has been a job killer for tens of thousands of semi-skilled industrial workers. But for factory technicians who know how to operate the new, computer- controlled production equipment, career opportunities Have seldom been better. That's because, as Tom Blunt, a manufacturing consultant from Louisville, puts it: "Employers who automate but pick people out of the process are lobotomizing their factories. A human is the cheapest, lightest, totally springy and reprogrammable machine money can buy." Rockwell International's Allen-Bradley unit, a maker of industrial automation tackle since 1903, is getting more than its money's worth from the 140 technicians who operate its novel Electronic Manufacturing Strategy (EMS) production lines. Through the late 1980s, most of the machine tools the company built lacked the smart internal controls that customers wanted. Unless it could leapfrog the competition by structure in-house the specialized circuitboards its products lacked, the company would continue to lose market partake to nimbler exotic companies. The challenge Allen-Bradley set for itself in developing EMS was formidable. The company offers 50 different product lines, and each would require several different boards of varying size and configuration. No company had ever produced so big a amalgamate of such complicated componentry in the low volumes needed to customize each finished product to customer specifications. EMS, which went on-line in 1990, met the exacting criteria. But what novel kind of worker would it pick to fade mano a machino with the fearsomely efficient equipment? Answer: one with technical skills unlike any Allen-Bradley had required of its factory hands in the past. Most of the company's hourly production workers assembled simple electrical switches and relays, a repetitive job that required an iron butt to sit at a workbench for eight hours a day but petite thinking. Working in EMS would be another chronicle entirely. It demands that the specialist understand how the process operates in its entirety and be able to intervene whenever calamity arises. "Technicians are the doctors of the system," says Larry Yost, the senior vice president for the operations group that developed EMS. "They Have to be able to respond to the countless ways the tackle can misalign components or encounter programming glitches." Rather than recruit these specialists from outside, Allen-Bradley decided to retrain volunteers from within its production ranks in the novel technical skills. For Larry Hanson, 51, who joined the company out of high school in 1961 as an assembler, the novel break was a godsend. For years Hanson hungered to avoid the tedium of his factory job, but with a growing family to advocate he couldn't afford to give up the job he had and travel to another company. Hanson had applied for other technical manufacturing openings within Allen- Bradley but was passed up because he lacked the requisite skills. To remedy this deficiency and help his chances of being accepted into EMS, he enrolled in computer programming courses at a local college. "There was nothing I liked about my job apart from my paycheck. I wasn't going to let anything stand in my artery of joining this project," he says. Together with the other volunteers chosen for EMS, Hanson scholarly on the job how to sequence the flow of circuitboards through the system, spot potential defects in the spacing of components packed as proximate as 0.02-inch apart, and liquidate the bottlenecks that could behind production. They too spent two days a week after- hours for two years studying college-level algebra and trigonometry, computer programming, and principles of solid-state electronics manufacturing -- a curriculum developed and taught by the nearby Milwaukee School of Engineering and paid for by Allen-Bradley. The training is now continuing in a second two-year program with courses in cost accounting, business strategy, and team-building skills. Says technician Hanson of his novel role: "My job is fascinating. There's not a day that doesn't wing by."

-- Technical workers require recognition. As with most people who pick pride in their work, technical specialists value recognition nearly as much as righteous pay. And today they Have more options to rep both. Office tackle repair technicians, nurses who provide home health reliance services, and computer-aided graphic artists and drafters, among many others, are discovering novel outlets of career satisfaction by taking jobs in smaller companies whose principal business is to provide technical services. Rather than toil unappreciated for employers who fail to own the contribution they make, they are enjoying both the break to stretch their abilities and the rewards that arrive with it in specialized firms. Dixie Williams, a paralegal by training, has accelerated her career from a stall to the quickly track by making such a travel to a litigation advocate services hard in Houston called Looney & Co. A 29-year-old Dallas aboriginal with the energy of a Texas twister, Williams is a college graduate who earned her paralegal certification by attending school five hours a night, five nights a week, for seven months while holding a full-time day job. infatuation most paralegals, she hired on with a law firm, in her case an $18,500 a year position -- the going rate in 1987 -- with a prominent Dallas practice. Not long into the job, however, Williams discovered the frustrations that arrive with being a junior professional in an outfit dash by temperamental, big- ego attorneys. She expected to achieve research, interviewing witnesses, drafting pleadings, or assisting at visitation as she was trained to do. Instead, her supervisor, whom Williams calls the "dungeon master," assigned her to a senior ally who gave her stultifying tasks infatuation summarizing depositions and indexing documents. More grating for her was watching the choicer assignments -- ones she felt qualified for -- fade to the firm's far-better-paid junior associates, the freshly minted law school graduates whom she derisively refers to as "baby attorneys." Williams's workload and esprit improved dramatically after she successfully lobbied to be transferred to a job assisting another partner, who trusted her to pick on a bigger role. She was given day-to-day oversight for some of the larger cases the ally supervised but which required only occasional direct involvement by an attorney. She too took it upon herself to learn how to research cases using the novel computers the hard began to acquire in the late 1980s. Her novel expertise helped win a major lawsuit in 1991, and made her one of the firm's most sought-after paralegals. But by then she recognized her career ceiling at the hard would be too low to hold her tall ambitions. Though she had doubled her initial salary, she saw that pay for the most senior $ paralegals topped out at some $60,000 a year by the time they retired -- about what the "baby attorneys" made to start. Williams's mountainous smash came when, in the course of assisting at a deposition, she met Richard Looney, then a court reporter. Looney, too, had seen the potential for applying to legal rehearse the power of computers and the optical scanner technology that converts text on paper documents into digital shape the computers can "read." Few law firms would be able to invent sufficient employ of the computer technology to warrant the expense of purchasing it. By acquiring the latest tackle and hiring paralegals to employ it to achieve the research that supports the litigation of major cases, he figured that he would be able to sell his company's services directly to insurance companies and other major corporations involved to reduce their legal bills. Impressed with Dixie's computer know-how and paralegal skills, Looney hired her. Once aboard with Looney & Co. in 1992, nothing was going to hold Dixie back. She started in the Houston office, training other paralegals in the employ of the tackle and in the legal procedures to which it would be applied. Within a year, Looney made her the office manager and attach her in charge of hiring every the paralegals -- who now total 30 -- to staff three other offices he had opened throughout Texas. Williams's career switch has not just freed her from the frustrations of dealing with curmudgeonly "dungeon masters." With Looney & Co. revenues growing by some 20% a year to $7.7 million in 1993, she expects that her earnings will soon leave those of the "baby attorneys" in the dust. The novel power of the technical drudgery compel is not only liberating employees from the monotony of the industrial age, but it is too providing companies with the know-how to alter their destiny -- to invent competitive leaps, to smash into novel markets, and to tender their employees wider horizons and far more break than any generation of workers has encountered before.

CHART: NOT AVAILABLE CREDIT: FORTUNE TABLE/SOURCE: BUREAU OF LABOR STATISTICS CAPTION: HOW THEY'RE GROWING Job growth for technicians will far outpace that for other workers over the coming decade, with paralegals and medical technicians setting the pace.


The Highest-Paying Skills for 100-Plus Jobs | killexams.com true questions and Pass4sure dumps

Occupation Top 3 Skills/Specialties Pay Boost Accountant/Auditor Forensic Accounting 7.9% Forecasting 7.9% Sarbanes-Oxley Compliance Audit 6.7% Actuary Pricing 5.7% Statistical Analysis 4.2% Financial Modeling 3.4% Administrative Services Manager Data Analysis 13.9% SEC Experience 9.0% Payroll Tax Compliance 8.7% Advertising and Promotions Manager Contract Negotiation 6.8% Strategic Sales 6.7% Strategy Development 6.2% Advertising Sales Agent Media / Public Relations 2.1% Strategic Marketing 2.0% Project Management 1.0% Aerospace Engineers Aeros 7.6% Avionics 4.8% UNIX 1.9% Agricultural/Food Scientist Sales 7.4% Product Development 1.8% Data Analysis 1.0% Aircraft Pilot/ Flight Engineer Test Engineering 0.9% Operations Management 0.9% Safety Compliance 0.4% Architect Microstation 7.0% Software Architecture 6.5% Green Building 6.4% Architectural/ Engineering Manager Software Architecture 12.4% Software development Management 11.8% Java 11.6% Astronomer/ Physicist Radiation Therapy 10.8% 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RESTful Web Services: A Quick-Start How-to steer - Part 2 | killexams.com true questions and Pass4sure dumps

Part 2 of "RESTful Web Services: A Quick-Start How-To Guide" explores foundational issues in coding RESTful operations, including Basic Authentication and Exception handling. Along the artery I'll partake with you multiple real-world coding tips and workarounds.

IntroductionAs a teenager, one of my favorite TV shows was "The Wild Wild West." The show's description goes infatuation this, "... a 60 minute western action succession on CBS that was infatuation no other. Special Agents James West and Artemus Gordon were spies for President Ulysses S. award shortly after the civil war. In every other way, they could be easily confused with James Bond of the 20th century. They had a "high-tech" (for its day) railroad car stocked with a compliment of advanced weapons. James West especially seemed to woo every comely woman he encountered. The agents' typical mission involved saving the United States from some calamity or from being taken over by some evil genius." Just in case you're inquisitive or are a fan infatuation me, here's a link to the first Part of a full episode on YouTube.

What achieve RESTful services Have to achieve with the Wild Wild West? In my mind, lots. First, there's the "wildness" part. As even a brief comparison between service provider APIs will note you, every RESTful services are not created equal. Each service provider, while loosely conforming to the condition representation paradigm, creates requests and responses in formats that suit their individual styles and predilections. The onus for implementing the client side of the service falls on the developer. Then there's the inventive side of things. Just infatuation special agent Artemus Gordon, a RESTful client developer needs gadgets, inventiveness, and a continual awareness that she's dealing with an informal (enemy) specification. Plus, on the PowerBuilder side, there's no direct advocate for integrating with DataWindow technology (yet), so you'll Have to invent ways to rep data into and out of a display. There's too a exigency to protect your app against outside issues by wrapping calls in confiscate try catch blocks to exploit possible HTTP exceptions in order to keep your app responsive and stable.

In my opinion, without a formal schema and metadata description support, configuring RESTful condition service clients will remain an art. I Have to admit that I stumbled many times during experiments while writing this article. I tried calling services whose communication format didn't quite match the generally expected format. One service provider expected parameters to be passed and results returned in line-separated text values in the message cadaver instead of formatting data as XML or JSON. After quite a bit of poking and debugging it became obvious PowerBuilder will only generate and interpret message cadaver content formatted as JSON and XML. There is no artery to translate from any other format. every the low-level details are handled internally and there is no artery to rep inside the message to change the format. Another service provider showed their API in terms of JSON data sets, but after hours of experimentation and a petite assist from engineering, they discovered that the service needed multipart/form-data with the JSON sent as a shape parameter. This is not a supported format. So e caveat emptor, invent confident the service provider has a ‘traditional' shape of RESTful API. Luckily, I believe most of the ‘big boys' with widely used APIs do.

Oh, Those Project Objects!Before getting into details, a few words about RESTful project objects and generated code. RESTful project objects are designed to be infatuation separate shot Derringer pistols; fire one shot, then you Have to reload. Each project demur is capable of generating one proxy demur for one method, period. That means if you are interacting with multiple web methods (GET, POST, attach and DELETE) you're going to Have multiple proxy objects. In addition, each operation, depending on its type, can Have up to two referenced .NET value objects, one for the request and one for the response. One nice thing I noticed is that if multiple services depend on the identical parameter sets, you can reuse referenced value objects instead of generating superfluous carbon copies. motif 1 shows how you'd configure the project painter to reference an already-generated assembly. Each reference demur is placed in its own assembly inside an identically named namespace. Unfortunately it seems infatuation you can't Have multiple value objects in a separate assembly or namespace. motif 2 shows how reference demur assemblies materialize in the Solution Explorer. motif 3 shows you the wizard view when choosing an existing value demur assembly.

Figure 1: Reusing an already referenced assembly

Figure 2: Referenced demur in Solution Explorer

Figure 3: Wizard View: Choosing and existing assembly

Here are a succession of tips that I discovered while structure my application:

Tip 1: The project demur owns its generated proxy object. That means that any modifications you invent to it will be lost if you regenerate the proxy. Because I needed to invent modifications to the generated code, I adapted the strategy of using project demur generation as a starting point only. Once the proxy objects were generated to my liking, I deleted the project demur to avoid accidentally nuking my code.

Tip 2: If you Have several services that employ an identical request demur or recrudesce the identical result structure, you can reuse your value demur definitions. Generate once, employ many. Just pick them on the wizard or in the project object.

Tip 3: The only door into a novel project demur is in via the Wizard. This is unlike Classic where there were two doorways into a novel project (Wizard or barren project painter page).

Tip 4: Here are a brace of smart XML sample data parsing features: First, if an XML element in the sample dataset has attributes, the credit values are returned as Part of the generated value object. motif 4 shows a sample response dataset containing attributes; motif 5 note the corresponding generated value object. Second, as you can see from motif 6 that nested XML structures becomes part objects within the generated assembly.

Figure 4: Sample DataSet with Atributes

Figure 5: Value demur generated from sample dataset

Figure 6: Nested XML object

With these project demur details behind us they can now travel on to two principal runtime housekeeping needs: recrudesce status checking and exception handling.

Checking recrudesce StatusSome services argue their outcome by returning data in a specific and constant format. Other services argue their outcome by returning an HTTP status code instead of an XML or JSON embedded status message. quiet other services recrudesce status conditions wrapped in specially formatted XML or JSON structures. If you exigency to check a HTTP recrudesce status code outcome you'll exigency to rep the status code from the Response object. Here's how: The response demur is returned to the proxy in the shape of a PBWebHttp.WebMessage object. This demur has a StatusCode property of kind MessageStatus that holds the response outcome. You can test StatusCode against enumerated values of the WebResponseStatusCode class and fork accordingly. motif 7 shows a partial list of MessageStatus codes and their corresponding meaning. For a complete listing of HTTP 1.1 code see http://www.w3.org/Protocols/HTTP/HTRESP.html. Listing 1 shows an example of testing a proxy routine muster status code.

PBWebHttp.WebMessage msg   //generated codePBWebHttp.MessageStatus l_msg_status     //my custom additionTrymsg = m_service.GetMessage()//an exception was not thrown - check the status of the outcomel_msg_status= msg.Statusif l_msg_status.StatusCode = PBWebHttp.WebResponseStatusCode.OK! thenMessageBox('Success! ','call returned OK')end if.....

Listing 1: Testing Result Staus Code

Figure 7: MessageStatus codes

Exception HandlingWizard-generated proxy code does not hold any exception handling logic. Any exceptions that occur are thrown up to the caller for processing. Unhandled, these exceptions become system errors. In the web world, Response status codes in the 400 purview argue client errors; those in the 500 purview signal server errors. In WCF 400 and 500 codes raise exceptions.

Best coding practices mandate robust exception handling. Depending on the level of detail you exigency to report on, you can exploit exceptions either at the proxy routine caller level or within the proxy routine muster itself.

RESTful service methods, predicated on HTTP, usually pitch a System.Net.WebException.  Although the common System.Exception decendent property Message contains a description of what went wrong, it's more useful to directly test the value of the returned status code.  Luckily the WebException contains a reference to the returned Response demur which holds the status code.  Listing 2 shows an example of testing the status code when a muster fails.

catch (System.Net.WebException webex)System.Net.HttpWebResponse l_respl_resp = webex.Response                //Get the response objectif l_resp.StatusCode = System.Net.HttpStatusCode.Unauthorized! then         //check its status codeMessageBox('Your Credentials Are Invalid', 'Uid=' + uid + '~r~nPwd=' + pwd )return Resultend if

Listing 2: Testing the status code

Now that you are conscious of housekeeping issues, let's pick a witness at security concerns.

Basic AuthenticationWCF supports various forms of authentication ranging from not anyone up to Digital Certificates. When using Basic Authentication you plot your credentials in the user ID and password in request header fields. If HTTP is used, the credentials are encrypted within in a unostentatious text header (however, freely available programs such as Fidder can decrypt SSL). If HTTPS is used, then SSL encryption is applied to every transferred packets. The client/server negotiation algorithm is: (1) Client makes a request; (2) Server responds with a 401 unauthorized response; (3) Client responds with a request including a login header containing a user id and password; (4) The client automatically includes the header in every requests for the duration of the exchange. motif 8 note the conversation as revealed by Fiddler. For a more minute discussion see http://www.4guysfromrolla.com/articles/031204-1.aspx

Figure 8: HTTP Authorization Conversation

From the PB WCF perspective, your programming job is to set up the credentials for the exchange. The low-level runtime exchange process is handled internally by the infrastructure. A minor challenge is that from the PowerBuilder coding perspective you're navigating into partially uncharted waters. There is no PowerBuilder documentation on the members of the Sybase.PowerBuilder.WCF.Runtime assembly. However, armed with a basic understanding of WCF and a few minutes to examine the members of the referenced assembly I imagine that you will be able to motif out what to do. Here's the basic algorithm:

  • In the constructor of your proxy class, instantiate a WebClientCredential demur and set your credentials and authentication kind into it. motif 9 shows the WebClientCredential class and its members (it's just a value object).a.  Set a value for the AuthenticationMode using a value from the AuthenticationMode enumeration. In their case they set the value to Basic!b. Provide your user ID and password.
  • Assign your WebClientCredential demur to your WebConnection object. The WebConnection is already instantiated and has the identifier title restConnectionObject. motif 9 shows this demur with the principal property.
  • Call your service as usual. be confident to embrace exception handling code that tests for the 401 HTTP error.
  • Figure 9: WebClientCredential class

    Listing 3 shows a sample RESTful service configured to employ Basic authentication.

    //  vvvvv----Project Generated Code----vvvvm_service = create PBWebHttp.RestService("http://phprestsql.sourceforge.net/tutorial/user?firstname={p_first}&surname={p_last}&email={p_email}&company_uid={p_id}", PBWebHttp.WebMessageFormat.Xml!, PBWebHttp.WebMessageFormat.Xml!)

    restConnectionObject = create PBWebHttp.WebConnectionrestConnectionObject.Endpoint = http://phprestsql.sourceforge.net/tutorial/user?firstname={p_first}&surname={p_last}&email={p_email}&company_uid={p_id}

    restConnectionObject.RequestMessageFormat = PBWebHttp.WebMessageFormat.Xml!restConnectionObject.ResponseMessageFormat = PBWebHttp.WebMessageFormat.Xml!

    //  vvvvv----Custom Authentication Code----vvvvPBWebHttp.WebClientCredential lsCredential             //configure credentialslsCredential = create PBWebHttp.WebClientCredentiallsCredential.AccessAuthentication = PBWebHttp.AuthenticationMode.Basic!lsCredential.Password='demo'lsCredential.Username='p126371rw'restConnectionObject.ClientCredential = lsCredential  //add credentials to connection

    Listing 3

    Secure Socket Layer CommunicationSpecifying and handling encrypted communication over a SSL transport is pretty transparent to the application developer. As you can see in motif 10, every you exigency to achieve is specify the HTTPS protocol in the Project Painter Service URL. The handshake and encryption are handled by the underlying infrastructure as shown in motif 11.

    Figure 10: Setting up SSL communication

    Figure 11: SSL Handshake

    ConclusionIn addition to calling service methods, the PowerBuilder client-side developer is liable for configuring authentication and authorization properties prior to making service calls as well writing code to exploit server-side errors responses. With a bit of forethought this code can be written in a reusable manner to drudgery in conjunction with project painter-generated proxy classes. With the addition of RESTful web service client-side infrastructure, PowerBuilder .NET clients can now be pleased the identical service-oriented interoperability as other .NET languages.

    Long Live PowerBuilder!



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