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A2040-921 IBM WebSphere Portal 7.0 Migration and Support

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IBM IBM WebSphere Portal 7.0

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This chapter is from the book 

A provider-Oriented architecture (SOA) is effortlessly an IT architectural vogue that makes it workable for functions to live built to guide present day enterprise needs of flexibility and integration. Flexibility permits a business to change and adapt. Integration emphasizes the conversation and interaction of company processes from conclusion-to-conclusion, both internally and externally with customers and suppliers.

IBM WebSphere Portlet factory is a section of the IBM SOA basis and helps the "assemble phase" of the SOA being cycle. setting up a SOA utility actually contains making a carrier company model and a carrier buyer mannequin. further SOA features consist of disconnected attend by way of stub provider fashions, computerized service trying out, fundamental service documentation, dynamic carrier mapping, and service interface guide.

IBM WebSphere Portal is section of the IBM SOA basis and supports the "installation part" of the SOA life cycle. The installation section contains a amalgam of growing the hosting environment to your purposes and truly deploying those purposes. IBM WebSphere Portal is a hosting ambiance for the person interaction common sense of your SOA software. IBM WebSphere Portal gives you the user interface to SOA. extra SOA aspects encompass getting access to internet services from portlets, internet services for faraway portlet (WSRP), integrating company techniques, and composite applications.

by connecting/integrating a corporation's materials together with individuals, applications, business approaches, and content material, IBM WebSphere Portlet factory and IBM WebSphere Portal construct portals that supply finished interaction and collaboration capabilities.


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This vendor-selected Certification is offered by way of:IBM CorporationArmonk, current york USAPhone: 914-499-1900Email: This email handle is being blanketed from spambots. You necessity JavaScript enabled to view it.

ability degree: advanced                          popularity: active

competitively priced: $200 (shortest track)               

abstract:For experienced Domino equipment administrators or device directors current to Domino and who deserve to plan, set up, set up, and maneuver Lotus Domino servers and clients, including configuring Domino net servers.

preliminary necessities:You necessity to dangle an IBM certified system Administrator - Lotus Notes and Domino certification (for the edition you necessity to live certified in) and tide between one and two additonal tests ($200 every). working towards is available however no longer required.

There are presently 4 tracks to elect from: WebSphere Portal (7.0), WebSphere software Server community Deployment (v 6.1) and Lotus Notes and Domino (eight, 8.5).

continuing requirements:None designated

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FatWire Introduces Free CM Portlets for IBM's WebSphere Portal Server | killexams.com existent Questions and Pass4sure dumps

FatWire utility, a company of dynamic content material management (dCM) and developer of the net utility assembly gadget and dynamic content management utility UpdateEngine 6, has introduced a current dCM Integration package with six free FatWire dCM portlets for IBM's WebSphere Portal. The portlets permit business clients to create and regulate both structured and unstructured content and Put up it to the WebSphere Portal to deliver clients with clean, central information. The dCM Integration package and six portlets are available at the IBM Portlet Catalog. the brand current dCM Integration package offers indigenous J2EE integration between FatWire's dynamic content management application, UpdateEngine, and IBM's internet Sphere Portal v4.1 to enable enterprise clients to create, edit, and submit content to WebSphere Portals. FatWire's six current dCM content material-rich screen portlets are: the person screen Portlet, for rapid mapping for portal users to the dCM software; the Launch Pad Portlet, for quick access to the replete UpdateEngine interface for greater rigorous CM functionality; the information Portlet, for personalised monitor of structured content material objects similar to intelligence articles; the Job listing Portlet, for quick content material edits to job listings that open to comprehensive descriptions; the document Portlet, for monitor of unstructured content material equivalent to MS workplace or pdf info, with confiscate metadata and commentary; and the commercial Portlet, to screen adverts together with text and photographs.

(http://www.fatwire.com), (http://www.ibm.com)


A2040-921 IBM WebSphere Portal 7.0 Migration and Support

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IBM WebSphere Portal 7.0 Migration and Support

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IBM Liberty: Modular and solid as a rock | killexams.com existent questions and Pass4sure dumps

Some stars win a cramped longer to shine. If you would suffer come to the IBM conference in ICC in Berlin, which took plot in October 2011 and you wanted to attend one of the two presentations titled “Lean WebSphere environment for development”, you most likely wouldn’t suffer been able to find a seat, and you would suffer witnessed cheers and extended applause. What happened? It was an audience that, aside from the undeniable strengths of the IBM WebSphere Application Server (WAS), had most likely got used to its a little destitute attributes: tangled configuration, tall resource consumption and long start times for the server or application. In a worldwide premiere, Ian Robinson (WAS Chief Architect) and his colleague Tim deBoer presented an application server of a completely different kind: a start time of 2 s (seconds!) using an old-fashioned notebook and a 60 MB ZIP file for the installation of the entire application server – no more DVD stacks.

Free: BRAND current DevOps Whitepaper 2018

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IBM understands

An unequivocal and pellucid statement was met with even more enthusiasm: They are not unaware of what ails the developers, in particular. Yes, it has taken a while. As of today, however, everything is different. The presentation introduced the “Liberty Profile”, a completely current version of the IBM WebSphere Application Server.

And what’s up with that star, five years later? Back then it was a pre-release version of an application server. Today, IBM WebSphere Liberty – some may suffer to overcome their antipathy to the name and look at things in perspective – is a valuable server, certified for Java EE 7 replete Profile, that remains slim, fully suitable for production and supported by the manufacturer. As was the case before, the transition to the application server is very simple: after a download of only 50-100 MB, depending on the version, a simple unzip is all that’s needed and Liberty is installed. One more command and the server can live started.

The configuration is just as simple: if you like, a separate XML file is all you need. Whoever uses Tomcat will live intimate with it. Anyone used to the IBM configuration has been unfamiliar with this kindhearted of elegance and simplicity, until now.Even though Liberty is far less known than Tomcat or JBoss/WildFly, some myths die hard. They want to explicitly pellucid up a few of them.

Myth #1 about the configuration: “There’s no graphical configuration tool”. Yes, there is. If you want one, you can exhaust the practical IBM WebSphere Liberty Server configuration utensil [1], a browser-based administration and configuration tool. There is also the option to exhaust the graphical editors from the Eclipse-based WebSphere Developer Tools (WDT) to edit the XML configuration files. WDT can live downloaded via the Eclipse marketplace, and thus Myth #2 is exposed: „You necessity expensive Rationals Tools to toil with WebSphere“.

The configuration via XML file or UI serves another purpose, however, that you won’t know from other Java EE application servers, namely the definition of the features to live prepared by the application server. This partly explains the bewilder of how IBM has been so successful in making such a slim server. It is completely modular. The developer or administrator tailors their server precisely using the selection of modules in the configuration.

Liberty consists of modules

IBM developed the Liberty Profile as a modular server with fine granularity from the bottom up. Standardized and proven OSGi technology is used for modularization, which is known to properly depict the ideas of versioning and dependencies between components.

A kernel of the server loads the specified Liberty modules at startup. It loads further modules automatically when they are needed. IBM started using internal modularization by way of OSGi in the classic WebSphere Application Server V6.1 back in 2006. In that case, however, you could ban the portlet container or JCA container that is not being used from the central memory. The granularity of the modularization of Liberty is much finer and, in their view, unique to Java EE servers. In order to pellucid up an obvious misunderstanding: Though OSGi is hidden from the orthodox Java EE user, you can also exhaust it for the program code comprehensively in Liberty, of course – as is the case for many application servers. The list of features and their modules is too comprehensive for this article, so we’ve included a link [2]. They mediate an sample might live useful here:

Imagine the Java EE application you exhaust requires JSF. The JSF feature is loaded in Liberty through the corresponding configuration. Liberty automatically obtains the servlet and JSP features and their modules, thanks to OSGi. If the application does not exhaust any JSF or JSP-based UI, but rather just servlet calls, only the servlet feature loads. As a result, no CPU cycle or central reminiscence is used for the JSP or JSF functionality.

SEE ALSO: IBM software engineers: “We needed to live more agile”

Liberty is completely Java EE 7 certified

Myth #3 about specification: “Liberty only supports the limited JEE Web Profile.” From the developer’s perspective it is remarkable that, for the above-named feature concept, Liberty has been a fully certified Java EE 7 application server since Version 8.5.5.6 [3].This makes it much more than the classic WAS as far as this current programming model is concerned. It also supports the exhaust of Java SE 1.6, 7.0 and 8.0, and not only in the in-house implementation of IBM, but also Oracle, for example. IBM offers comprehensive, production-ready champion for Liberty via the standard agreements. This depends on what edition of Liberty you have. The selection ranges from a simple version certified only for Java EE 7 Web Profile to a clusterable edition that offers much more than only Java EE 7.

Zero migration with Liberty

The above-described modularity allows IBM to rupture current ground with Liberty in order to compose using Java EE technology as efficient and agile as possible. A migration of the runtime environment to a higher version eliminates the significant efforts involved in testing and, if necessary, adapting the existing applications for the current version. Given the backward compatibility of many specifications, the extent of adjustment for a separate application is generally minor. However, it can’t live avoided. In addition, there are often a hundred or more applications that can live affected particularly in larger environments. And the migration process is not complete until the final application has been adapted. The result: unpredictable project durations that can often depart on for many months.

Thanks to its modular structure, Liberty offers a surprisingly elegant solution for this. The migration of Liberty means that an aged existing feature would suffer to compose way for a current version; the current version does not simply replace the aged one. Instead, the current version is added, which means that both are available.

An example: Liberty currently has the features “servlet-3.0” and “servlet-3.1”. If applications only require “servlet-3.0”, the server can live configured so that only this feature is loaded. In this way, the servlet runtime environment doesn’t change (from the application perspective). If this applies to all features required by the application, the application migration is no longer required here.

In addition, the OSGi-based architecture ensures that incompatibilities between features or inescapable versions of features are reported at server startup and not only at the runtime. For example, the simultaneous exhaust of “servlet-3.0” and “websocket-1.1” is blocked from the start.

SEE ALSO: IBM technology evangelist: Outsourcers are “like pizza boxes”

Continuous delivery of current features

IBM is breaking the mold when it comes to the development of and champion for Liberty. The traditional way of adding functions through current releases and refresh packs can late progress in many projects. Too rarely are there updates.

Here, IBM has two approaches to the solution, marketed under the slogan “Continuous Delivery Model”. It is now common that current functionality is made available through the quarterly fix packs. Something that was only available in a restricted format, mainly in the contour of additional properties for fine configuration of individual components of the application server. Now, entirely current features are rolled out as follows:ejb-3.2, batch-1.0, jacc-1.5 and countless others were introduced in fix pack 8.5.5.6, so that the Java EE 7 certification was workable at this smooth and above.The existent innovation, however, is the Liberty Repository. Here, IBM is providing current functions for Liberty continuously, without fixed schedules and lengthy announcements. This could involve current APIs, features, or tools, as well as scripts or “snippets” for the configuration of the server. Anyone looking for open source components dote Struts, RichFaces, Hibernate or others with Liberty will find everything they necessity there.

The Repository is accessed from the IBM Installation Manager, directly via the website [4], or from the developer tools available for Eclipse environments (these in revolve must live installed via the Eclipse Marketplace). Search and filter functions attend you find suitable downloads from the well over 150 entries that are already there. For existing Liberty installations, it is also workable to access the Repository via the command line. In this case, the dependencies of features are taken into account automatically.

Sweet spots in modern architectures

Despite all the euphoria, you suffer to ascertain at the reality of the data centers, of course, in order to find the best application scenarios for Liberty. Often, a Java EE Application Server already exists, with recorded and possibly automated procedures for server installations, deployment and testing of applications, etc. Adding a current product here would suffer to live carefully considered. Since there is no “wsadmin” scripting language from the traditional WebSphere Application Server (WAS) for Liberty, such processes cannot live transferred from a WAS to Liberty without some effort.

Myth #4 about the target group: “Liberty is intended only for developers”.

It must live mentioned that Liberty can live used in production environments without restriction. There are cluster mechanisms that enable reliability and load balancing. Larger environments can live administered centrally via an interface (keyword: “collectives”). The scaling potential here is even better than in a classic WAS.

Therefore, using Liberty is less about replacing an existing infrastructure in one fell swoop. Instead, it makes more sense to select the projects that best win odds of Liberty’s strengths. These are, for example, dynamic and modern runtime architectures dote Docker or Cloud. Here, IBM has already created the best prerequisites for Liberty with the platform as a service solution Bluemix. Liberty is likewise recommended for highly scalable server environments with potentially thousands of specialized servers, since the slim and module structure of Liberty works particularly well in that context. Software architectures based on microservices would live a consummate scenario for that.

Even if you don’t win existing Java EE landscapes into account, there are quiet plenty of arguments in favor of Liberty: a certified programming model with Java EE 7, production capability through scalability and reliability mechanisms and the reliable champion from IBM.

And on top of that, the IBM contingents in companies finally suffer a really wintry product to prove off again.

Links & literature

[1] http://serverconfig.mybluemix.net/

[2] www.ars.de/web/resources/Liberty.pdf

[3] http://www.oracle.com/technetwork/java/javaee/overview/compatibility-jsp-136984.html

[4] Liberty Repository: https://developer.ibm.com/wasdev/downloads/


What’s going on with Oracle’s Blue Stack champion for JD Edwards customers? | killexams.com existent questions and Pass4sure dumps

Ray Grigsby, Rimini StreetRay Grigsby, Rimini Street

There are considerable changes coming to the way champion is provided for JD Edwards customers who currently precipitate on the Oracle supported ‘Blue Stack.’ By way of mp;A, Ray Grigsby, Vice President, JD Edwards Service Delivery, Rimini Street sets out the current known position, and suggests how an alternative might compose more sense for customers.

What does Oracle’s Blue Stack champion currently involve and what specifically will change on September 30, 2016?

Oracle has provided champion for The EnterpriseOne Technology Foundation (Blue Stack.) This consists of IBM DB2 for Linux, Unix and Windows, IBM WebSphere Application Server, and the IBM WebSphere Portal. On September 30, 2016, JD Edwards EnterpriseOne IBM Technology Foundation and JD Edwards EnterpriseOne IBM Technology Foundation Upgrade will no longer live supported by Oracle.

If software licensees want to continue running their tried and loyal combination of IBM Blue Stack technology and JD Edwards applications while fully supported, they will suffer to purchase a current Blue Stack champion agreement from IBM or a Value Added Reseller (VAR).

Licensees using the JDE World software are not affected since they license DB2 as section of their iSeries support.

That seems drastic. Why conclude you mediate Oracle is ending Blue Stack support?

Oracle’s strategy appears to live a consistent run towards a single-vendor approach including hardware, software and services, which for some licensees could present well-known challenges associated with vendor lock-in but which might compose sense where the customer has decided strategically on a ‘single throat to choke’ approach to licensing.

What are the options for current Blue Stack licensees?

There are currently three options Blue Stack licensees can elect from before September 30, 2016:

  • Licensees can continue running Blue Stack but will necessity to purchase a current champion agreement from IBM by September 30, 2016. This is an additional agreement to the existing JDE champion and maintenance agreement currently in plot with Oracle, forcing the customers to manage champion issues between two vendors.
  • Licensees can migrate to Oracle Technology Foundation (Red Stack) but are required to purchase a current Oracle Red Stack license and champion contract. Additional costs potentially involve upgrading to the most current JD Edwards EnterpriseOne 9.1 / 9.2 versions, data migration, re-engineering of custom modules, process modifications and Red Stack staffing and skills training.
  • Licensees can switch to Independent Software champion Services and win back control of their JD Edwards application strategy. By switching to an independent champion service, licensees can continue to precipitate their existing JD Edwards applications and exhaust a portion of their savings, such as the 50% savings guaranteed by specific independent software service providers, to acquire replete champion for Blue Stack from IBM. A third party champion provider typically assumes responsibility for all JD Edwards champion management and problem resolution, along with interoperability and customizations. This saves time, money and resources by offloading these tasks to an independent software champion service provider, while saving overall costs.
  • How does getting Blue Stack champion from IBM actually work? Is IBM stepping up to compose this a feasible option for its customers running JDE on IBM?

    Many licensees will elect to continue using Blue Stack in conjunction with their JD Edwards software, but will necessity to procure Blue Stack champion from IBM. They will quiet live able to purchase current products directly from IBM or a Value Added Reseller (VAR).

    Licensees will necessity to find current budget to purchase Blue Stack champion from IBM on top of their pre-existing Oracle annual champion and maintenance agreement for JD Edwards software.  The impacts for licensees to continue running Blue Stack under IBM champion include:

  • Potential requirements for increasing funding for IBM Blue Stack champion agreements and JD Edwards application support
  • Dedicating substantial time and more internal resources to managing, coordinating and resolving champion issues amongst multiple champion services from Oracle and IBM
  • Working with potential interoperability issues between JD Edwards applications and Blue Stack components
  • What would you evaluate stirring to Red Stack would cost for an impartial sized JDE Blue Stack customer running on IBM? 

    These things are always difficult to assess, however, history is a pleasurable guide.

    For a start, pricing could live significant but is dependent on each specific JD Edwards implementation. More important, it could live a disruptive, potentially risky run for a licensee to switch platforms to Red Stack. Customers will also suffer to consider the following:

  • New capital expenditures and operational expenditures for Red Stack products, licenses and champion because stirring to a current stack is an intricate process and not a simple one-step migration However, some users on older versions of E1 may require two upgrades to glean to the current 9.1 / 9.2 versions. But all upgrades require retrofitting, patching and testing. (Source: Oracle, Planned EnterpriseOne Upgrade Innovations, 2015 – PDF)
  • Mandatory upgrade to the most current JD Edwards EnterpriseOne 9.1 / 9.2 versions in order to precipitate Red Stack, which may necessitate re-engineering custom modules and process modifications because various layers must live re-implemented including applications, middleware, database, operating systems, virtual machines and storage.
  • Cost to migrate data and redeploy other components as required from Blue Stack to Red Stack.
  • Potential Red Stack staff training, availability and cost issues.
  • It is difficult to live precise about any of these costs for the reasons stated above but based upon their research in similar environments, they are seeing a very jagged evaluate in the compass of $200K+ to $1M in annualized costs per implementation on individual configurations. This jagged evaluate is for a separate Oracle 12c database and would quiet require additional hardware, licensing, middleware, training, champion and more. These are all costs that will live required to maintain the lights on. Check this article for further color on aspects of Oracle licensing and pricing.

    What are the benefits for customers making the selection to depart to a third party?

    You would anticipate me to instruct this, but by switching to independent support, JD Edwards champion services customers can reduce their total maintenance costs by up to 90%[1] to fund Blue Stack champion from IBM.

    A pleasurable third party champion provider should present access to a dedicated Primary champion Engineer who will assess, diagnose and remediate all champion issues; and attend you find savings that allow you to redeploy IT staff onto strategic projects that run the business forward in a positive manner. Net-net, not only can customers protect their existing investments, but they can also glean more out of their resources.

    Where can customers find out more?

    We mediate it is considerable that potential customers ascertain which customers have taken the plunge and opted for an independent champion approach. Companies like Liz Claiborne and Pitney-Bowes spring to wit but there are many more that can live establish in this comprehensive resource.

    Note: [1] Source: Rimini Street: http://www.riministreet.com/company. Details are based upon ongoing internal analysis using total maintenance savings accounting for upgrades, customizations and champion resources.

    Image credit - Feature image - Composite image of maze question cost © vectorfusionart - Fotolia.com; headshot by Rimini Street.


    How They Did it: stirring IBM’s Smarter Supply Chain to the Cloud | killexams.com existent questions and Pass4sure dumps

    By Thomas Ward and Vasanthi Gopal · March 1, 2014

    These days, it is arduous to avoid the mention of cloud computing during any ordinary toil week. And with pleasurable reason: “Cloud,” as it is referred to, is rapidly becoming a valued means of storing, sharing, and retrieving all kinds of data at faster speeds and with far lower fixed costs than ever before. It was only a matter of time before cloud would live seen as a potential solution for some of the tangled challenges that supply chain managers visage in today’s non-stop global economy.

    So what does the cloud-driven supply chain ascertain dote in practice? How are its advantages actually playing out? And what are some of the challenges and risks along the way?

    IBM’s Integrated Supply Chain (ISC) organization has some answers. In 2012, ISC began taking to the cloud its character Early Warning System (QEWS), an innovative solution developed by IBM to identify potential character defects in its end-to-end hardware supply chain processes. In addition to saving IBM an estimated $50 million in warranty costs, QEWS is an considerable step in IBM’s shift from descriptive, or reactive, analytics to predictive analytics.

    The group’s tang with cloud computing thus far has proved to live promising. The results provide ample justification for continued investment in cloud, particularly in terms of managing time and project commitments. This article shares some of what IBM has scholarly to date, gives candid disclosures about some of the pitfalls, and points to the next steps in stirring more of IBM’s supply chain to the cloud.

    IBM’s Supply Chain Imperative

    Delivering information technology hardware, software, and services to over 170 countries, IBM generated 2013 revenues of almost $100 billion with net income of $18 billion. But dote other Fortune 500 organizations, IBM is in white-hot competition for market share and client relevance.

    Every efficiency gain matters; every opportunity to shift costs from fixed to variable is of remarkable interest; every technology model that improves collaboration and reduces cycle time is of gargantuan value. “We can compose ourselves a successful company,” Ginni Rometty, IBM’s chief executive said recently.

    “But to live the world’s most essential company? Others parley that on us. They will suffer to rate that.” Pivotal to IBM’s effectiveness is its ISC organization, whose 20,000-plus employees in 70 countries manage more than $33 billion in annual disburse for IBM and workwith more than 19,000 suppliers worldwide, all connected online.

    The ISC owns and manages IBM’s end-to-end supply chain processes. This includes all of its supplier-facing source-to-payment processes and its client-facing opportunity-to-order-to-cash interactions, along with the conventional plan-to-deliver activities. It should Come as no amaze that the ISC relies heavily on its IT prowess; more than 93 percent of supplier invoices are transacted electronically; and it has more than 30 analytics applications that are used to improve its global end-to-end operations.

    The ISC’s leadership team had been well aware of cloud computing’s potential for years; after all, IBM has been a leading cloud proponent for a long time. (The enterprise has been growing its overall cloud revenues sharply in recent years; indeed, IBM reported 2013 cloud revenues of more than $4 billion—a 69 percent expand over 2012.)

    But cloud’s value to ISC became pellucid in the fourth quarter of 2011 when Tim Humphrey, ISC’s director of strategy and innovation, identified it as a key enabler for IBM’s overall supply chain strategy—notably for increasing supply chain agility. Crucially, cloud would realign ISC’s strategy with IBM’s overall corporate strategy, which was already tightly tied to cloud computing.

    The organization’s consequent cloud strategy was developed and reviewed by Tom Ward (co-author of this article and ISC’s supply chain cloud strategist), and approved by Fran O’Sullivan, IBM’s chief supply chain officer and her senior supply chain executive team.

    The strategy was established by conducting over 40 interviews across IBM’s supply chain, with executives in the office of its chief information officer, and with its Global Technology Services’ executive teams.

    In addition, available industry research was evaluated to identify the intersection between cloud and the supply chain. The primary benefits of cloud were already well understood by the team. These were anchored in the definition of cloud from the National Institute of Standards and Technology (NIST). (See Cloud Made Clear.)

    ISC leaders knew it would provide faster access to IT resources and the elastic capacity needed to compose IBM’s supply chain more agile. They were intimate with the ways in which cloud service providers could precipitate up “time to value” in terms of clients’ access to the cloud. They knew that the cloud can open up multi-enterprise collaboration among suppliers, clients, and business partners, boosting supply chain efficiency.

    (In a traditional IT environment, server utilization is typically 15 percent to 25 percent, whereas in the cloud, it can live more than 65 percent.) And they understood that improved visibility of key data would compose supply chains more responsive. The question was, where, across all of IBM’s farflung supply chain operations, could cloud live piloted to best effect?

    The ISC’s leaders pinpointed three areas in which cloud could compose astronomical contributions:

  • Reducing the cycle time for on-boarding clients to the cloud
  • Trimming cycle times for delivery and set-up of cloud infrastructure for IBM’s and its clients’ data centers
  • showcasing the migration of IBM internal supply chain applications to the cloud
  • Cloud Made Clear

    Cloud computing has been compared to renting a car versus owning a car. Under a car rental agreement, the renter pays for the exhaust of the car on a consumption basis: A renter is charged by the day or by the mile driven. The car is rented from a fleet of cars of different sizes, makes, and models.

    The renter can readily opt for an “upgrade” car if he or she needs more capacity or speed. The National Institute of Standards and Technology (NIST) defines “cloud” as follows: Cloud computing is a model for enabling ubiquitous, convenient, on- exact networkaccess to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and ser vices) that can live rapidly provisioned and released with minimal management trouble or service provider interaction.

    The fundamental benefits of cloud computing are ease of exhaust and precipitate of provisioning. It is considerable to note that cloud is not a “technology,” dote networking or server storage; it is a usage model. It is based on a pool of network, compute, storage, and application resources. Treating all the resources in the data focus as a pool enables users to more accurately quantify the business value of cloud computing as a solution at each stage of implementation.

    Shortlisting Applications for The Cloud

    With those objectives in mind, Tom Ward and other ISC leaders began to map out a supply chain cloud deployment contrivance in mid-2012. At least 12 of IBM’s existing supply chain applications were identified as tenacious candidates to migrate to the cloud—applications ranging from Web order invoicing, and online travel reservations to faultfinding parts management tools.

    The evaluation process mapped the cloud’s desirable characteristics (as defined by NIST and ISC) to the felicitous with each application. This assessment was based on a supply chain application running on an Infrastructure as a Service (IaaS) environment. To launch the initiative, the ISC cloud team began to identify and assemble professionals from across the company who could attend drive the cloud pilot program.

    As section of IBM’s global technical talent development program, three ISC employees from India, Chile, and Spain worked with Ward and IBM distinguished engineer Pascal Durazzi to identify and evaluate candidate applications. By 2013, three current staff members—including co-author Vasanthi Gopal, an IBM IT architect—had joined the team to drive ISC’s cloud application migration.

    Importantly, the cloud strategy trouble required no full-time employees. Ward has been allocating approximately 30 percent of his working week to the project; Gopal commits one day a week as section of her own ongoing training and development initiative at IBM. Allin all, the ISC’s cloud strategy initiative has required the equivalent of perhaps one full-time person thus far.

    Additionally, the team took five key steps:

  • Evaluating the cost for migration and on-going operations
  • Comparing cloud-based costs to the business-as-usual environment
  • Completing a security risk assessment in order to mitigate any security exposures
  • Completion of a client enablement questionnaire to activate the service and provision the client’s initial resource
  • Last but by no means least, the minute planning for deployment of the application’s migration to the cloud
  • image

    QEWS Gets the Green Light

    The team selected a character management solution, character Early Warning System (QEWS), for the pilot. Developed in-house by IBM, QEWS has been in exhaust in IBM’s Server and Storage manufacturing operations worldwide since 2008. Its advanced analytics attend detect emerging negative trends in supply chain character early in the process.

    The utensil monitors and analyzes data that was already available in IBM’s information repository, such as replete sphere performance data, manufacturing and test performance data, and supplier character performance data. When an outlier is identified, QEWS proactively sends an alert to the confiscate manager, who can evaluate and corroborate that there is a potential character related defect and initiate the necessary remediation.

    Specifically, QEWS provides an alternative to the current standard in quality—statistical process control (SPC)—which is supine to many spurious alarms and is reactive rather than predictive. QEWS’ “smart” infrastructure automatically detects defect trends typically before they are triggered by traditional, industry standard SPC techniques.

    Using this predictive approach to character management, IBM can identify and resolve potential problems six to eight weeks or more earlier than with traditional SPC at any stage of the supply chain process. The result: QEWS minimizes manufacturing rework, delayed product shipments, warranty claims in recall of defective products—all of which can and conclude contribute to lost time, higher costs, and lower client satisfaction.

    QEWS can mitigate these problems while lowering costs, improving productivity, and enhancing brand value. Benefits to date at IBM involve savings of $50 million in arduous warranty costs since 2008, plus soft savings and benefits. In 2012, QEWS was recognized byInformationWeek as a leading innovation.

    And it was a finalist in the technology category of the Institute for Supply Management’s (ISM) 2013 awards. Perhaps more importantly, QEWS illustrates IBM’s shift from descriptive to predictive analytics. It is one of over 30 supply chain analytics solutions currently in use.

    The application was recommended for the pilot program by Donnie Haye, ISC’s vice president of analytics, solutions, and acquisitions. Haye based her recommendation on the fact that the QEWS sits at the intersection of business analytics and the cloud across IBM’s suppliers, its clients, and IBM itself.

    Analytics attend unearth insights that inform business decisions and can live used to automate and optimize business processes. Cloud is a key enabler for integrating analytics applications and providing visibility across the supply chain. Moreover, QEWS was already gaining interest as a “showcase” application, for demonstration to IBM’s clients; stirring it to the cloud could compose it easier to exhaust in future collaborations with clients, suppliers, and business partners.

    The application can live used across many of IBM’s clients’ manufacturing industries, from automobile to electronics. The odds of having QEWS in the cloud is that it makes it easier and faster to integrate with a client’s IT infrastructure. The client portal can live customized, and the user can elect the type of data to live displayed.

    image

    The Migration Begins

    In February 2013, the thrust to Put the QEWS application on the cloud began in earnest. By March 2013, the ISC cloud team was focused firmly on technology questions, such as deciding which cloud infrastructure to select. Some platforms, such as OpenStack, CloudStack, and Cloud Foundry, are gaining popularity, but no separate standard has been widely adopted yet. (IBM supports infrastructure as a service (IaaS) on OpenStack and platform as a service (PaaS) on Cloud Foundry.)

    The ISC team decided to migrate QEWS to IBM Cloud Managed Services (CMS). The team secured funds from the group’s “Smarter ISC Fund”—leveraging an internal source for financing innovation projects—in order to exhaust the IaaS layer. IBM Cloud Managed Services (CMS) was chosen for several reasons.

    CMS includes both the System x (Wintel) and Power System (AIX) IBM servers. The Power System provided for enterprise smooth application support. And CMS offered software and service options (operating system, middleware including Websphere, installation, andsupport). Crucially, from IBM’s standpoint, CMS can live readily scaled and applied by any company that manufactures and sells physical products, ranging from cumbersome industrial equipment to medical devices, globally.

    That is loyal for a private cloud environment or for one in a hybrid cloud, shared with other companies. By April, the stress had shifted to security. Given the sensitivity of supply chain data, which regularly includes clients’ names and delivery addresses, details of suppliers’ pricing, and terms and conditions, it is light to understand why ISC executives such as Haye were anxious to corroborate that the cloud offering would live secure enough to prevent Client A from seeing Client B’s data or IBM’s own data.

    Moreover, QEWS encompasses an abundance of character performance data and information about supply chain risks. And since QEWS is an enterprise smooth IBM application, and is therefore tightly integrated with many other company wide operations and processes, the security review required significant work.

    IBM has robust policies and practices around information security management, which supply chain applications such as QEWS must comply with globally. Another benefit of using the CMS cloud was that it is compliant with IBM’s stringent corporate requirements for security management.

    By September 2013, the ISC team’s activities had begun to pivot toward IT migration—that is, how to actually load the supply chain software into the cloud. The migration of QEWS to CMS took longer than expected; Ward’s team—and the ISC executives—had hoped it would win weeks, but in fact it took several months.

    What was not immediately obvious was the unlikeness between applications that are “cloud native”—developed on the cloud—and those that are not. To strengthen the security around QEWS on the cloud, the team accounted for the fact that QEWS was already plumbed in tightly to a wide compass of existing data sources.

    Lessons Learned

    Cloud computing is a elastic and powerful technology model—one that can quickly eradicate the constraints imposed by traditional computing. The competence to access huge volumes of computing power, to dial up or dial down usage as needed, and to elect between private, public, or hybrid versions of the cloud has shown IBM’s ISC group that the cloud is of existent and enduring business value.

    ISC’s early forays into harnessing cloud for the supply chain has given its leaders every assurance that the technology model can prove valuable in many other applications beyond QEWS. As such, authors Ward and Gopal and their colleagues began migrating a second application toward the cessation of 2013—an application that suppliers will live able to access.

    Work is well under way to run other ISC applications into the cloud. The ISC cloud team is presently evaluating three other applications to migrate to the cloud, one of which shares QEWS’ development and test environment. This has allowed the team to very quickly provision and dedicate current servers to the current application—in days, not weeks.

    The CMS-based infrastructure is now being opened up to the developers of the current application so they can install and test it in the enterprise smooth cloud environment. Once it has been demonstrated that this second application can precipitate on the cloud, the ISC team can then scale up the platform to Put another mission faultfinding application into production on the cloud.

    As a result of its efforts, the ISC team has scholarly a lot in a short time. One considerable takeaway from the longer than expected migration of QEWS is that ideally, such applications should live built on the cloud in the first placerather than trying to retrofit them onto the IaaS layer.

    Another lesson: Cloud deployments can live surprisingly low cost. In 2013, Ward and his team used only 70 percent of the money allocated for the cloud platform.

    Another positive surprise: Now that the infrastructure has been installed, it has proved extremely facile to onboard other clients. As preeminent earlier, the QEWS solution is of practical importance outside of IBM. Since going live, ISC has begun toil with major automotiveindustry clients to exhaust QEWS in their manufacturing processes.

    The cloud deployment provides a straightforward way for IBM to demonstrate the benefit ts it has realized and it enables clients to quickly exhaust their own data to realize QEWS advantages. A client can rapidly access QEWS online, download its own data, and precipitate its own analysis.

    What is perhaps most Interesting is the precipitate with which current applications can live brought online now that the team has properly mapped out the cloud infrastructure. Essentially, current applications can live ported over to the cloud in just a few weeks, whereas the QEWS application took six months to attain that stage.

    At the time of this writing, cloud’s component of precipitate was evident in the ISC group’s entry in an internal competition at IBM. The contest—a fun way to spur excellence in internal communications and to attend convey cloud’s proliferation within IBM—involves all of IBM’s cloud teams voting on the best way that such messages are communicated.

    The imagery used on the ISC group’s entry—racing aircraft, with the tagline “expect the unexpected—faster with analytics”—amply sums up how cloud computing is helping IBM’s supply chain precipitate into the future.

    August 15, 2018


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