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000-071 - xSeries Technical Principles - Dump Information

Vendor : IBM
Exam Code : 000-071
Exam Name : xSeries Technical Principles
Questions and Answers : 270 Q & A
Updated On : November 13, 2018
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000-071 xSeries Technical Principles

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000-071 exam Dumps Source : xSeries Technical Principles

Test Code : 000-071
Test Name : xSeries Technical Principles
Vendor Name : IBM
Q&A : 270 Real Questions

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IBM IBM xSeries Technical Principles

IBM to acquire application enterprise pink Hat for $34 billion | killexams.com Real Questions and Pass4sure dumps

(Reuters) - IBM Corp’s (IBM.N) $34 billion (26.fifty five billion pounds) deal to purchase red Hat Inc (RHT.N) drove shares in the small but quickly-starting to be utility maker about 50 % higher on Monday, reflecting the large top rate IBM is paying to steer clear of any talents challenger bids.

At $172, shares of red Hat have been nonetheless trading around $18 wanting the $a hundred ninety fee agreed by using the two groups in Sunday’s announcement, and analysts said that pointed to some ultimate nerves among traders over the possibilities of the deal closing.

The breakup payment for the deal, which would be among the many biggest on checklist in the tech sector, has yet to be announced and a excessive price would additionally deter purple Hat from entertaining other patrons.

IBM’s inventory became down 2 % on information of the deal, a hint that investors were concerned that, at 10 instances 2019 projected sales, it had overpaid for the deal.

The company’s Chief executive Officer Ginni Rometty advised CNBC in an interview aired early on Monday that she felt the deal changed into executed on the appropriate cost.

“here's a very fair cost...(crimson Hat CEO Jim Whitehurst) has developed a superb business, and unlike others, excessive increase, high earnings and money and so here is why I believe actually these are vital things for our investors,” Rometty said.

FILE image: a logo of IBM is viewed at the mobile World Congress in Barcelona, Spain February 28, 2018. REUTERS/Yves Herman/File image

One brokerage, Stifel, raised the possibility of a competing present from one of the vital different predominant gamers in cloud computing for whom the deal represents the emergence of a greater tremendous rival.

“Google, Amazon, and Microsoft (and potentially Oracle) have the strategic motivations and economic resources to consummate one of these transaction and would no longer be shocked if we have been to see certainly one of them make a competing bid,” analysts from Stifel observed in a notice.

HYBRID CLOUD

Rometty told Reuters on Sunday that the increasing use of cloud services from distinct suppliers turned into the riding drive in the back of the deal together with the upward thrust of the so-known as hybrid cloud, in which agencies run a few of their utility of their own records centres and other points of it in statistics centres run with the aid of IBM, Amazon internet capabilities or Google Cloud, amongst others.

red Hat has been investing closely in tech tools such as so-called “containers,” which make it more convenient for organizations to split up their computing work among a mix of statistics centres.

“They desire choice and we are going to provide it to them,” Rometty referred to. “Multi-cloud is a truth of life.”

a sign for crimson Hat hangs on a building in Boston, Massachusetts, U.S., June 27, 2018. REUTERS/Brian Snyder

In buying purple Hat, IBM may have assembled a cloud that includes physical servers, its personal operating system and functions like human supplies utility.

but the mixed entity will also sell application that runs on its valued clientele own hardware and different clouds. that allows you to put it in direct competitors with enterprises like Microsoft, which has an analogous mix of utility and cloud services.

“we're going to each compete and partner with these other clouds,” Rometty spoke of. “The element about IBM is, we’ve been round lengthy enough to grasp here is a multi-cloud world.”

Jim Whitehurst, the CEO of red Hat, observed using diverse clouds has been an knowledge for crimson Hat.

Cloud providers such as Amazon often present a house-made version of the Linux operating system at no cost or at little charge. but that version of Linux is purchasable best on Amazon, and if the enterprise wants to run utility on a different cloud they might ought to be sure it really works with a unique edition of Linux there.

red Hat offers a common version of Linux that runs on commonly purchasable clouds in addition to a company’s personal facts centres, and Whitehurst stated purple Hat customers have been more and more running its operating system on public clouds.

“we are transforming into faster on the general public clouds than the public clouds are becoming,” Whitehurst stated in an interview. “Yeah, you pay us a little extra versus a free cloud providing, however you get the benefit of a standard working ambiance.”

Analysts had raised issues that the buy might also alienate customers worrying that IBM will infringe on the neutrality of purple Hat, which is dubbed as “Switzerland of the IT stack.”

IBM reiterated on a conference name on Monday that crimson Hat would continue to be led through Whitehurst and red Hat’s existing management group. It additionally intends to retain red Hat’s headquarters, amenities, manufacturers and practices.

Reporting through Pushkala Aripaka and Supantha Mukherjee in Bengaluru, Stephen Nellis in San Francisco; modifying through Patrick Graham


pink Hat goals To Be The Default alternative For next-era IT | killexams.com Real Questions and Pass4sure dumps

On October 28, IBM announced its intent to purchase pink Hat for $34 billion. This marked the greatest software acquisition ever. ahead of announcement, I caught up with crimson Hat Chief tips Officer Mike Kelly, who provided concepts on the steps his team had undertaken to continue to enrich red Hat's product (the usage of a pink Hat-on-purple Hat application), to advise expertise executives at quite a lot of degrees of leveraging open source know-how, and in enhancing the normal operation. obviously these are the forms of advancements that helped make the company captivating to IBM.

(To take heed to an unabridged podcast version of this interview, please click this link. To study future articles like this one, please follow me on Twitter @PeterAHigh.)

Peter high: may you describe your purview as the Chief advice Officer of red Hat?

purple Hat CIO Mike KellyCredit: purple Hat

Mike Kelly: i am a part of our govt crew, and i have loads of responsibilities relating to IT at pink Hat. The responsibilities are as follows:

  • The business purposes that we use to run the enterprise and force technique development and software modernization for all our strains of company;
  • Our infrastructure, enterprise structure, and DevOps corporation - we've purposes working in our information center, which is the place I consist of our commercial enterprise structure function and our new customized app development;
  • Our affiliate experience, which includes all that we do to leverage technology as effectively as feasible so we can do their jobs;
  • Our information security and possibility management. These departments are responsible for preserving pink Hat at ease and record to me;
  • Our commercial enterprise facts and analytics characteristic, which corresponding to many agencies, is working to be sure we are leveraging facts as without difficulty as feasible to make those records pushed selections across the company;
  • Our method enablement function, which is oriented round how we represent our IT groups internally and externally. This characteristic is the place our red Hat-on-red Hat application lives, and it's the place all of our associate building lives as smartly. As we look at the sorts of individuals we want in IT both now and in the future, we are laser concentrated on how we provide the best opportunities for our individuals;
  • Our Captive development core in India.
  • high: can you discuss how crimson Hat-on-pink Hat works? How do you consider about the use of the business's personal items inside your environment?

    Kelly: it's an integral part for us, and some of the enjoyable elements about this job is that in lots of situations, our client is somebody similar to me. With a traditional company, the CIO is likely not the major consumer. right here, the whole enterprise is pondering how we are able to do our job more desirable, which I improvement from. Our approach is to allow an open, hybrid, multi-cloud approach and build a group of items and choices around that. Our heritage is in open source, especially in Linux and crimson Hat commercial enterprise Linux, and the commercial enterprise is taking that and building it into a hybrid cloud context.

    Our job is to make certain that we are assessing what we are trying to do as an organization whereas assessing the pink Hat items that makes up the portfolio that we are able to completely leverage. Our desire is to make certain that we are making those items improved before they get to our conclusion client. while we would not have the volume of use instances that every business and business would have, there is a undeniable stage of commonality that we can force and make sure is in region in order that we are able to most excellent symbolize it with our customers. The intent of the application is to be certain that we are an inside use case in addition to one that's represented externally. To do this, we are attempting to arm our sales, solution structure, and repair groups so that they have a great reply when purchasers inevitably ask the query, "How are you guys running this internally?"

    excessive: How do you have interaction the CIO community to leverage some of what pink Hat has while gleaning greater about the evolution and wishes of their own operation?

    Kelly: for the reason that crimson Hat is one of these staunch suggest of open-supply and the way communities work, we are attempting to agree with ourselves as a catalyst in communities. The CIO neighborhood is a great one as there are numerous boards and ways for individuals to come together. My group has engaged in an off-the-cuff IT on IT community, which is an emerging collection of tech companies who are attempting to act in identical methods and run the equal models. All of those groups are working to make certain that their respective corporations are being model showcases of our products. researching from these distinctive particular person experiences has been huge as they are all in distinctive phases of adoption of their particular classes. The first rate minds within the community have helped us shape our pondering on our program itself. The better part about the group is that even our rivals are inclined to share tips because all of us believe it is an excellent way to exhibit ITs importance to the enterprise. This subject matter is an important agenda item for a lot of individuals in the neighborhood as they are nonetheless fascinated about making bound that groups really be aware the price it could possibly bring. an additional approach we try to be a catalyst in communities is thru quite a lot of outreach courses within the business, which I try to be lively in. As CIOs come collectively at certain movements, discussing what we're doing with our respective company is all the time an excellent theme.

    excessive: You got here to red Hat in August 2016. in advance of that, you were the CIO of McKesson U.S. Pharmaceutical business, which, though a enterprise unit of McKesson, is the measurement of a Fortune 500 enterprise. can you speak concerning the alternate in subculture going from a greater natural IT department at a much larger company to a smaller one that operates in the IT space?

    Kelly: youngsters the way of life I came from became no worse than crimson Hat’s, attending to shift gears and in my opinion reset how I went about my enterprise turned into a fresh cultural exchange for me. once I came onboard, I made the conscious decision not to run the customized playbook that i used to be accustomed to. as an alternative, I got down to hearken to the distinct cues in my new atmosphere and leverage what I knew from my historical one. one of the most leading cultural modifications is that pink Hat has the belief that the rest is viable, whereas McKesson stays intensely concentrated on executing a plan. I consider there are professionals and cons to both procedures, and that i tried to find the pros from our strategy. once I came in, I heard the funny story, "The company will certainly not die of starvation, but we might die of indigestion." This become a clear signal that we had a huge possibility in front of us and that our focus had to be round giving people simple task that our path turned into the appropriate one. as a result of McKesson is among the ultimate places to come back up in terms of staying focused on constructing a durable enterprise long-time period, i was capable of deliver my classes from there.

    At pink Hat, while it was fresh to understand we may go off and do anything, it become daunting at the identical time as a result of we needed to be concentrated on what we were going to do smartly. yet another leading change is that crimson Hat is a technically-minded company, and coming in, I knew that i used to be on no account going to be the brightest technical mind in the business with the aid of any stretch of the creativeness. Coming in, one in all my desirable priorities turned into deciding upon how I may ultimate serve that neighborhood and be a very good steward for what we have been trying to get done in every dimension of what we do. The dimension and scale of crimson Hat was also extremely different from where I got here from.

    however, essentially, the technique of attending to the place you are looking to go is the same. In each circumstances, it comprises figuring out the way to construct long lasting practices and a mind-set round balancing operational excellence and innovation. I even have a announcing, "Innovating in an operationally amazing method," because many times, tremendous ideas get large extraordinarily quickly, and if you are not careful about the way you need to constitution them, that you can create an immense mess for your self. basic, my intention has been to take heed to the ambiance that i'm in, take the respectable from my past experiences, and add my special ingredients to purple Hat's way of life.

    high: What had been one of the crucial methods you used to help your firm locate its focus and prioritize? changed into it a query of more suitable strategic planning or superior articulation of the prioritization mechanism, or are there different methods that you just used to do that?

    Kelly: after I came in, i needed to make my specific pastime in what makes this area tic accepted, and i desired them to know that i was going to dig into that to really be mindful it. after I begun with my crew, I asked the simple question of, "What are we right here to do?" whereas there have been a wide variety of answers to the question, there were important themes within the answers. The main topics I heard had been around collaboration, being open, and making bound that every person had a transparent realizing of how selections have been made.

    We mandatory an working framework, so my group and that i sat down and drafted what we notion became a powerful remark of goal, a superb set of working concepts that supported that remark of aim, and a collection of strategic areas of focus. I decided that making this a good-down resolution would no longer be the most valuable approach, which is what many places will do. as a substitute, I determined to make it greater of an open source task. We did that, we opened it up for remark, we posted it internally, and we used our collaboration equipment to refine what that remark became. There changed into a major quantity of discussion and wonderful debates, and my most effective rule become that after sixty days, we were going to free up a minimally attainable fabricated from what it changed into. We did this with the dedication that as we grew, developed, and labored as a group, that we'd refine it accordingly.

    searching lower back, I consider this was an outstanding step with my crew, and it showed that I understood how choices may well be made at pink Hat. moreover, I obligatory to show that I liked the magnitude of all and sundry's voice being heard. We produced that, and that i am glad to claim that a couple of years in, it is still there. whereas we have tweaked it here and there, it has become our anchor factor. when we launched it to the company and that i took it to the distinct services that i was attending, we always begun with the slide asserting, "here's what we're here to do." Having that focal point has given every person clarity, and since of that, we now have been in a position to execute impulsively. probably the most crucial a part of all of this was making certain that I had everybody's voice and that each person noticed themselves in that remark. thus far, that has confirmed to be a robust circulate.

    excessive: How do you see differentiating the IT branch in an ambiance where there's so an awful lot know-how ability past IT?

    Kelly: we are in a captivating time in terms of IT’s position within agencies, and part of red Hat's mission is to be the default alternative for next-generation IT. We developed a technique around that, which we name "The house" internally because it has a lot of pillars, and up on the precise of the condo it says, "Be the default choice for next-technology IT." When going in the course of the procedure that we developed with the group, we mentioned to ourselves, "If this is what we're aiming to be, then we may still be the next-generation of IT."

    attaining this involves taking care of what is in vicinity today as well as having a watchful eye on what's coming sooner or later. The best manner we differentiate ourselves internally is with the aid of connecting to that and making an attempt to convince individuals that we're the classification of store that knows what you should definitely are attempting to search for in the event you go to your consumer. This entails asking the questions: Are you engaged in right here activities? How do you examine this? How do you prepare round this aspect? How do you develop your americans? because everyone has an opinion, we're on different phases of acceptance with distinctive individuals, however I accept as true with the ordinary view is that we're an excellent firm.

    high: As you look two to a few years out, what are some of the applied sciences that notably excite you?

    Kelly: For us, everything is set open hybrid multi-cloud and how IT corporations will reside in that world, which is an exceedingly different world from what we are accustomed to. here's especially true for a standard company as a result of if you are a digital native, it is likely 2nd nature for you. For us, it explanations us to think in a different way about every thing. whereas the want within IT to buy software and configure it for use will certainly not go away, there's additionally a need to praise those functions with custom purposes that should continually be built.

    we are building those customized purposes, and we are considering containers and microservices. The technical underpinning of a container is a Linux container, which is our bread and butter. we have the items and services that enable us to enhance these functions in a means that will also be transportable amongst on-prem records facilities and multi public clouds, which gives an incredible improvement. it's extremely pleasing to monitor the significant public cloud suppliers strive to distinguish themselves, as is our capacity to build functions that may leverage all of what they do neatly in an application that we personal. we're placing an excellent deal of focus on that to be sure that we are not best taking the applications we are able to purchase off the shelf and install them to develop and force the enterprise, but that we're looking at how we strengthen applications in a method that is correct to the approach we're telling our client. additionally, we are looking to strengthen applications in a way that gives us the ultimate portability. if you seem to be a number of years down the road when the general public cloud providers will still be competing and bringing in new products and services, we want to be capable of still construct purposes and practically take a seat on accurate of that with a purpose to port as we see healthy.

    artificial intelligence and laptop studying are exciting topics for us, each from a company application and a data analytics standpoint. as a result of we are a utility business, we're at all times searching for ways to make use of expertise to power superior operating efficiencies inside the enterprise in ways that permit us to take mundane jobs off the table.

    lastly, we're concentrated on IT automation. we've an excellent product referred to as Ansible, which we have deployed heavily during our IT organization to where we are able to automate extremely good techniques, take unnecessary labor out, and count on considerations extra regularly than we could have devoid of it.

    Peter excessive is President of Metis approach, a business and IT advisory firm. His latest publication is imposing World category IT approach. he is also the author of World class IT: Why groups succeed When IT Triumphs. Peter moderates the discussion board on World classification IT podcast collection. He speaks at conferences everywhere. follow him on Twitter @PeterAHigh.


    IBM publicizes New I.T. standards policy | killexams.com Real Questions and Pass4sure dumps

    supply: IBM

    September 23, 2008 00:01 ET

    To encourage more suitable Tech requisites exceptional and Transparency, and Promote Equal Participation of growth Markets in Globally built-in economy

    ARMONK, big apple--(Marketwire - September 23, 2008) - IBM (NYSE: IBM) nowadays introduced that, beneficial instantly, it's instituting a brand new company policy that formalizes the business's behavior when assisting to create open technical necessities. Such necessities permit electronic gadgets and application programs to interoperate with one yet another.

    in the globally integrated economic climate, open technical necessities are imperative to enabling the delivery of every thing from catastrophe reduction services and fitness care, to enterprise capabilities and consumer leisure. They permit governments to create economic development structures and bring capabilities to their citizens.

    The tenets of IBM's new coverage are to:

  • begin or conclusion participation in requirements our bodies in accordance with the pleasant and openness of their processes, membership rules, and highbrow property policies.
  • inspire emerging and developed economies to both adopt open global standards and to take part within the creation of these requisites.
  • strengthen governance suggestions within requirements our bodies that make sure technology decisions, votes, and dispute resolutions are made fairly by using unbiased contributors, blanketed from undue influence.
  • Collaborate with requisites our bodies and developer communities to ensure that open software interoperability requisites are freely purchasable and implementable.
  • support pressure the creation of clear, simple and constant highbrow property guidelines for necessities organizations, thereby enabling specifications builders and implementers to make informed technical and enterprise choices.
  • IBM inspired individuals of requirements communities to undertake identical concepts, which are extra stringent than required through latest laws or guidelines. IBM's new requisites coverage promotes simplified and constant intellectual property practices, and emphasizes that each one stakeholders, including the open supply community and people in boom markets, should still have equal footing as they take part in the necessities manner.

    IBM described steps to position these principles into action. as an instance, the enterprise will:

  • evaluation and take indispensable moves concerning its membership in standards companies.
  • in the areas and nations the place we do company, motivate native participation in the advent and use of necessities that resolve the issues and meet the requirements of all affected stakeholders world wide. we are able to recommend governance guidelines in requisites our bodies that inspire diverse participation.
  • Work for system reform in requirements companies in order that proxies or surrogates can't be utilized in requisites introduction and approval.
  • Collaborate with necessities agencies and stakeholders to streamline and consolidate intellectual property licenses and guidelines, with a spotlight on enabling application applications to become more conveniently interoperable by means of open requisites.
  • IBM's concepts were inspired by the outcomes of an online dialog facilitated by means of IBM all through the summer of 2008, in which 70 impartial, forward-considering experts across the globe -- from academia, necessities-setting, legislation, executive, and public coverage -- debated the question of even if average setting bodies have stored pace with today's commercial, social, prison and political realities. Actionable suggestions to modernize their techniques had been offered throughout the six-week dialogue (http://www.research.ibm.com//files/standards_wikis.shtml), with an eye towards expanding specifications transparency, fairness, and exceptional.

    an invite-most effective summit is planned for November, beneath Yale college's auspices, so one can flesh out thoughts from the on-line dialogue and begin steps toward enhancing the requirements-atmosphere environment.

    "usual, open and consensus-based expertise requisites from authentic necessities bodies assist ensure that each of us can without difficulty purchase and interchangeably use computing technology from varied carriers," pointed out Bob Sutor, IBM vice chairman of open source and requirements. "The methods through which they're created and adopted give low-priced assurances that disparate items will work with one yet another, and face up to the test of time."

    About IBM

    For more advice about IBM, please talk over with www.ibm.com


    000-071 xSeries Technical Principles

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    Database Administration: Creating the Database Environment | killexams.com real questions and Pass4sure dumps

    Establishing a usable database environment requires a great deal of skill, knowledge, and consideration. This chapter will outline the principles involved in establishing a usable database environment.

    This chapter is from the book 

    One of the primary tasks associated with the job of DBA is the process of choosing and installing a DBMS. Unfortunately, many business executives and IT professionals without database management background assume that once the DBMS is installed, the bulk of the work is done. The truth is, choosing and installing the DBMS is hardly the most difficult part of a DBA’s job. Establishing a usable database environment requires a great deal of skill, knowledge, and consideration. This chapter will outline the principles involved in establishing a usable database environment.

    The process of choosing a suitable DBMS for enterprise database management is not as difficult as it used to be. The number of major DBMS vendors has dwindled due to industry consolidation and domination of the sector by a few very large players.

    Yet, large and medium-size organizations typically run multiple DBMS products, from as few as two to as many as ten. For example, it is not uncommon for a large company to use IMS or IDMS and DB2 on the mainframe, Oracle and MySQL on several different UNIX servers, Microsoft SQL Server on Windows servers, as well as pockets of other DBMS products such as Sybase, Ingres, Adabas, and PostgreSQL on various platforms, not to mention single-user PC DBMS products such as Microsoft Access, Paradox, and FileMaker. Who chose to install all these DBMSs and why?

    Unfortunately, often the answer is that not much thought and planning went into the decision-making process. Sometimes the decision to purchase and install a new DBMS is driven by a business need or a new application. This is reasonable if your organization has no DBMS and must purchase one for the first time. This is rarely the case, though. Regardless of whether a DBMS exists on-site, a new DBMS is often viewed as a requirement for a new application. Sometimes a new DBMS product is purchased and installed without first examining if the application could be successfully implemented using an existing DBMS. Or, more likely, the DBAs know the application can be implemented using an existing DBMS but lack the organizational power or support to reject a new DBMS proposal.

    There are other reasons for the existence of multiple DBMS platforms in a single organization. Perhaps the company purchased a commercial off-the-shelf application package that does not run on any of the current DBMS platforms. Sometimes the decision to buy a new DBMS is driven by the desire to support the latest and greatest technology. For example, many mainframe shops moving from a hierarchic (IMS) or CODASYL (IDMS) database model to the relational model deployed DB2, resulting in an additional DBMS to learn and support. Then, when client/server computing became popular, additional DBMSs were implemented on UNIX, Linux, and Windows servers.

    Once a DBMS is installed, removal can be difficult because of incompatibilities among the different DBMSs and the necessity of converting application code. Furthermore, when a new DBMS is installed, old applications and databases are usually not migrated to it. The old DBMS remains and must continue to be supported. This complicates the DBA’s job.

    So what should be done? Well, the DBA group should be empowered to make the DBMS decisions for the organization. No business unit should be allowed to purchase a DBMS without the permission of the DBA group. This is a difficult provision to implement and even more difficult to enforce. Business politics often work against the DBA group because it frequently possesses less organizational power than other business executives.

    Choosing a DBMS

    The DBA group should set a policy regarding the DBMS products to be supported within the organization. Whenever possible, the policy should minimize the number of different DBMS products. For a shop with multiple operating systems and multiple types of hardware, choose a default DBMS for the platform. Discourage deviation from the default unless a compelling business case exists—a business case that passes the technical inspection of the DBA group.

    Most of the major DBMS products have similar features, and if the feature or functionality does not exist today, it probably will within 18 to 24 months. So, exercise caution before deciding to choose a DBMS based solely on its ability to support a specific feature.

    When choosing a DBMS, it is wise to select a product from a tier-1 vendor as listed in Table 2.1. Tier 1 represents the largest vendors having the most heavily implemented and supported products on the market. You cannot go wrong with DB2 or Oracle. Both are popular and support just about any type of database. Another major player is Microsoft SQL Server, but only for Windows platforms. DB2 and Oracle run on multiple platforms ranging from mainframe to UNIX, as well as Windows and even handheld devices. Choosing a DBMS other than these three should be done only under specific circumstances.

    Table 2.1. Tier-1 DBMS Vendors

    DBMS Vendor

    DBMS Product

    IBM Corporation

    DB2

    New Orchard Road

    Armonk, NY 10504

    Phone: (914) 499-1900

    Oracle Corporation

    Oracle

    500 Oracle Parkway

    Redwood Shores, CA 94065

    Phone: (650) 506-7000

    Microsoft Corporation

    SQL Server

    One Microsoft Way

    Redmond, WA 98052

    Phone: (425) 882-8080

    After the big three come MySQL, Sybase, Teradata, and Informix. Table 2.2 lists these tier-2 DBMS vendors. All of these offerings are quality DBMS products, but their installed base is smaller, their products are engineered and marketed for niche purposes, or the companies are smaller with fewer resources than the Big Three (IBM, Oracle, and Microsoft), so there is some risk in choosing a DBMS from tier 2 instead of tier 1. However, there may be solid reasons for deploying a tier-2 solution, such as the high performance offered by Informix or the data warehousing and analytics capabilities of Teradata.

    Table 2.2. Tier-2 DBMS Vendors

    DBMS Vendor

    DBMS Product

    IBM Corporation

    Informix Dynamic Server

    New Orchard Road

    Armonk, NY 10504

    Phone: (914) 499-1900

    Sybase Inc. (an SAP Company)

    Adaptive Server Enterprise

    6475 Christie Avenue

    Emeryville, CA 94608

    Phone: (510) 922-3500

    Teradata Corporation

    Teradata

    10000 Innovation Drive

    Dayton, OH 45342

    Phone: (937) 242-4030

    MySQL (a subsidiary of Oracle Corporation)

    MySQL

    Phone: (208) 338-8100

    Of course, there are other DBMS products on the market, many of which are fine products and worthy of consideration for specialty processing, certain predefined needs, and niche roles. If your company is heavily into the open-source software movement, PostgreSQL, EnterpriseDB, or MySQL might be viable options. If an object DBMS is important for a specific project, you might consider ObjectDesign or Versant. And there are a variety of NoSQL DBMS offerings available, too, such as Hadoop, Cassandra, and MongoDB.1

    However, for the bulk of your data management needs, a DBMS from a tier-1, or perhaps tier-2, DBMS vendor will deliver sufficient functionality with minimal risk. A myriad of DBMS products are available, each with certain features that make them worthy of consideration on a case-by-case basis. Choosing any of the lower-tier candidates—even such major names as Software AG’s Adabas and Actian’s Ingres—involves incurring additional risk. Refer to Appendix B for a list of DBMS vendors.

    I do not want it to sound as if the selection of a DBMS is a no-brainer. You will need a strategy and a plan for selecting the appropriate DBMS for your specific situation. When choosing a DBMS, be sure to consider each of these factors:

  • Operating system support. Does the DBMS support the operating systems in use at your organization, including the versions that you are currently using and plan on using?
  • Type of organization. Take into consideration the corporate philosophy when you choose a DBMS. Some organizations are very conservative and like to keep a tight rein on their environments; these organizations tend to gravitate toward traditional mainframe environments. Government operations, financial institutions, and insurance and health companies usually tend to be conservative. More-liberal organizations are often willing to consider alternative architectures. It is not uncommon for manufacturing companies, dot-coms, and universities to be less conservative. Finally, some companies just do not trust Windows as a mission-critical environment and prefer to use UNIX; this rules out some database vendors (Microsoft SQL Server, in particular).
  • Benchmarks. What performance benchmarks are available from the DBMS vendor and other users of the DBMS? The Transaction Processing Performance Council (TPC) publishes official database performance benchmarks that can be used as a guideline for the basic overall performance of many different types of database processing. (Refer to the sidebar “The Transaction Processing Performance Council” for more details.) In general, performance benchmarks can be useful as a broad indicator of database performance but should not be the only determinant when selecting a DBMS. Many of the TPC benchmarks are run against database implementations that are not representative of most production database systems and therefore are not indicative of the actual performance of a particular DBMS. In addition, benchmarks are constantly updated to show new and improved performance measurements for each of the major DBMS products, rendering the benchmark “winners” obsolete very quickly.
  • Scalability. Does the DBMS support the number of users and database sizes you intend to implement? How are large databases built, supported, and maintained—easily or with a lot of pain? Are there independent users who can confirm the DBMS vendor’s scalability claims?
  • Availability of supporting software tools. Are the supporting tools you require available for the DBMS? These items may include query and analysis tools, data warehousing support tools, database administration tools, backup and recovery tools, performance-monitoring tools, capacity-planning tools, database utilities, and support for various programming languages.
  • The Transaction Processing Performance Council is an independent, not-for-profit organization that manages and administers performance benchmark tests. Its mission is to define transaction processing and database benchmarks to provide the industry with objective, verifiable performance data. TPC benchmarks measure and evaluate computer functions and operations.

    The definition of transaction espoused by the TPC is a business one. A typical TPC transaction includes the database updates for things such as inventory control (goods), airline reservations (services), and banking (money).

    The benchmarks produced by the TPC measure performance in terms of how many transactions a given system and database can perform per unit of time, for example, number of transactions per second. The TPC defines three benchmarks:

  • TPC-C, for planned production workload in a transaction environment
  • TPC-H, a decision support benchmark consisting of a suite of business-oriented ad hoc queries and concurrent data modifications
  • TPC-E, an updated OLTP workload (based on financial transaction processing)
  • Additional information and in-depth definitions of these benchmarks can be found at the TPC Web site at www.tpc.org (see Figure 2.1).

  • Technicians. Is there a sufficient supply of skilled database professionals for the DBMS? Consider your needs in terms of DBAs, technical support personnel (system programmers and administrators, operations analysts, etc.), and application programmers.
  • Cost of ownership. What is the total cost of ownership of the DBMS? DBMS vendors charge wildly varying prices for their technology. Total cost of ownership should be calculated as a combination of the license cost of the DBMS; the license cost of any required supporting software; the cost of database professionals to program, support, and administer the DBMS; and the cost of the computing resources required to operate the DBMS.
  • Release schedule. How often does the DBMS vendor release a new version? Some vendors have rapid release cycles, with new releases coming out every 12 to 18 months. This can be good or bad, depending on your approach. If you want cutting-edge features, a rapid release cycle is good. However, if your shop is more conservative, a DBMS that changes frequently can be difficult to support. A rapid release cycle will cause conservative organizations either to upgrade more frequently than they would like or to live with outdated DBMS software that is unlikely to have the same level of support as the latest releases.
  • Reference customers. Will the DBMS vendor supply current user references? Can you find other users on your own who might provide more impartial answers? Speak with current users to elicit issues and concerns you may have overlooked. How is support? Does the vendor respond well to problems? Do things generally work as advertised? Are there a lot of bug fixes that must be applied continuously? What is the quality of new releases? These questions can be answered only by the folks in the trenches.
  • When choosing a DBMS, be sure to take into account the complexity of the products. DBMS software is very complex and is getting more complex with each new release. Functionality that used to be supported only with add-on software or independent programs is increasingly being added as features of the DBMS, as shown in Figure 2.2. You will need to plan for and support all the features of the DBMS. Even if there is no current requirement for certain features, once you implement the DBMS the programmers and developers will find a reason to use just about anything the vendor threw into it. It is better to plan and be prepared than to allow features to be used without a plan for supporting them.

    Figure 2.2

    Figure 2.2. Convergence of features and functionality in DBMS software

    DBMS Architectures

    The supporting architecture for the DBMS environment is very critical to the success of the database applications. One wrong choice or poorly implemented component of the overall architecture can cause poor performance, downtime, or unstable applications.

    When mainframes dominated enterprise computing, DBMS architecture was a simpler concern. Everything ran on the mainframe, and that was that. However, today the IT infrastructure is distributed and heterogeneous. The overall architecture—even for a mainframe DBMS—will probably consist of multiple platforms and interoperating system software. A team consisting of business and IT experts, rather than a single person or group, should make the final architecture decision. Business experts should include representatives from various departments, as well as from accounting and legal for software contract issues. Database administration representatives (DA, DBA, and SA), as well as members of the networking group, operating system experts, operations control personnel, programming experts, and any other interested parties, should be included in this team.

    Furthermore, be sure that the DBMS you select is appropriate for the nature and type of processing you plan to implement. Four levels of DBMS architecture are available: enterprise, departmental, personal, and mobile.

    An enterprise DBMS is designed for scalability and high performance. An enterprise DBMS must be capable of supporting very large databases, a large number of concurrent users, and multiple types of applications. The enterprise DBMS runs on a large-scale machine, typically a mainframe or a high-end server running UNIX, Linux, or Windows Server. Furthermore, an enterprise DBMS offers all the “bells and whistles” available from the DBMS vendor. Multiprocessor support, support for parallel queries, and other advanced DBMS features are core components of an enterprise DBMS.

    A departmental DBMS, sometimes referred to as a workgroup DBMS, serves the middle ground. The departmental DBMS supports small to medium-size workgroups within an organization; typically, it runs on a UNIX, Linux, or Windows server. The dividing line between a departmental database server and an enterprise database server is quite gray. Hardware and software upgrades can allow a departmental DBMS to tackle tasks that previously could be performed only by an enterprise DBMS. The steadily falling cost of departmental hardware and software components further contributes to lowering the total cost of operation and enabling a workgroup environment to scale up to serve the enterprise.

    A personal DBMS is designed for a single user, typically on a low- to medium-powered PC platform. Microsoft Access, SQLite, and FileMaker2 are examples of personal database software. Of course, the major DBMS vendors also market personal versions of their higher-powered solutions, such as Oracle Database Personal Edition and DB2 Personal Edition. Sometimes the low cost of a personal DBMS results in a misguided attempt to choose a personal DBMS for a departmental or enterprise solution. However, do not be lured by the low cost. A personal DBMS product is suitable only for very small-scale projects and should never be deployed for multiuser applications.

    Finally, the mobile DBMS is a specialized version of a departmental or enterprise DBMS. It is designed for remote users who are not usually connected to the network. The mobile DBMS enables local database access and modification on a laptop or handheld device. Furthermore, the mobile DBMS provides a mechanism for synchronizing remote database changes to a centralized enterprise or departmental database server.

    A DBMS designed for one type of processing may be ill suited for other uses. For example, a personal DBMS is not designed for multiple users, and an enterprise DBMS is generally too complex for single users. Be sure to understand the differences among enterprise, departmental, personal, and mobile DBMS software, and choose the appropriate DBMS for your specific data-processing needs. You may need to choose multiple DBMS types—that is, a DBMS for each level—with usage determined by the needs of each development project.

    If your organization requires DBMS solutions at different levels, favor the selection of a group of DBMS solutions from the same vendor whenever possible. Doing so will minimize differences in access, development, and administration. For example, favor Oracle Database Personal Edition for your single-user DBMS needs if your organization uses Oracle as the enterprise DBMS of choice.

    DBMS Clustering

    Clustering is the use of multiple “independent” computing systems working together as a single, highly available system. A modern DBMS offers clustering support to enhance availability and scalability. The two predominant architectures for clustering are shared-disk and shared-nothing. These names do a good job of describing the nature of the architecture—at least at a high level.

    Shared-nothing clustering is depicted in Figure 2.3. In a shared-nothing architecture, each system has its own private resources (memory, disks, etc.). The clustered processors communicate by passing messages through a network that interconnects the computers. In addition, requests from clients are automatically routed to the system that owns the resource. Only one of the clustered systems can “own” and access a particular resource at a time. In the event a failure occurs, resource ownership can be dynamically transferred to another system in the cluster. The main advantage of shared-nothing clustering is scalability. In theory, a shared-nothing multiprocessor can scale up to thousands of processors because they do not interfere with one another—nothing is shared.

    In a shared-disk environment, all the connected systems share the same disk devices, as shown in Figure 2.4. Each processor still has its own private memory, but all the processors can directly address all the disks. Typically, shared-disk clustering does not scale as well for smaller machines as shared-nothing clustering. Shared-disk clustering is better suited to large-enterprise processing in a mainframe environment. Mainframes—very large processors—are capable of processing enormous volumes of work. Great benefits can be obtained with only a few clustered mainframes, while many PC and midrange processors would need to be clustered to achieve similar benefits.

    Shared-disk clustering is usually preferable for applications and services requiring only modest shared access to data and for applications or workloads that are very difficult to partition. Applications with heavy data update requirements are probably better implemented as shared-nothing. Table 2.3 compares the capabilities of shared-disk and shared-nothing architectures.

    Table 2.3. Comparison of Shared-Disk and Shared-Nothing Architectures

    Shared-Disk

    Shared-Nothing

    Quick adaptability to changing workloads

    Can exploit simpler, cheaper hardware

    High availability

    Almost unlimited scalability

    Performs best in a heavy read environment

    Works well in a high-volume, read-write environment

    Data need not be partitioned

    Data is partitioned across the cluster

    The major DBMS vendors provide support for different types of clustering with different capabilities and requirements. For example, DB2 for z/OS provides shared-disk clustering with its Data Sharing and Parallel Sysplex capabilities; DB2 on non-mainframe platforms uses shared-nothing clustering. Oracle’s Real Application Clusters provide shared-disk clustering.

    For most users, the primary benefit of clustering is the enhanced availability that accrues by combining processors. In some cases, clustering can help an enterprise to achieve five-nines (99.999 percent) availability. Additionally, clustering can be used for load balancing and failover.

    DBMS Proliferation

    As a rule of thumb, create a policy (or at least some simple guidelines) that must be followed before a new DBMS can be brought into the organization. Failure to do so can cause a proliferation of different DBMS products that will be difficult to support. It can also cause confusion regarding which DBMS to use for which development effort.

    As mentioned earlier, there is a plethora of DBMS vendors, each touting its benefits. As a DBA, you will be bombarded with marketing and sales efforts that attempt to convince you that you need another DBMS. Try to resist unless a very compelling reason is given and a short-term return on investment (ROI) can be demonstrated. Even when confronted with valid reasons and good ROI, be sure to double-check the arguments and ROI calculations. Sometimes the reasons specified are outdated and the ROI figures do not take everything into account—such as the additional cost of administration.

    Remember, every DBMS requires database administration support. Moreover, each DBMS uses different methods to perform similar tasks. The fewer DBMS products installed, the less complicated database administration becomes, and the better your chances become of providing effective data management resources for your organization.

    Hardware Issues

    When establishing a database environment for application development, selecting the DBMS is only part of the equation. The hardware and operating system on which the DBMS will run will greatly impact the reliability, availability, and scalability (RAS) of the database environment. For example, a mainframe platform such as an IBM zEC12 running z/OS will probably provide higher RAS than a midrange IBM xSeries machine running AIX, which in turn will probably exceed a Dell server running Windows. That is not to say everything should run on a mainframe; other issues such as cost, experience, manageability, and the needs of the applications to be developed must be considered. The bottom line is that you must be sure to factor hardware platform and operating system constraints into the DBMS selection criteria.

    Cloud Database Systems

    Cloud computing (see the sidebar) is increasing in usage, especially at small to medium-size businesses. A cloud implementation can be more cost-effective than building an entire local computing infrastructure that requires management and support.

    A cloud database system delivers DBMS services over the Internet. The trade-off essentially comes down to trusting a cloud provider to store and manage your data in return for minimizing database administration and maintenance cost and effort. Using cloud database systems can enable organizations, especially smaller ones without the resources to invest in an enterprise computing infrastructure, to focus on their business instead of their computing environment.

    By consolidating data sources in the cloud, it is possible to improve collaboration among partners, branch offices, remote workers, and mobile devices, because the data becomes accessible as a service. There is no need to install, set up, patch, or manage the DBMS software because the cloud provider manages and cares for these administrative tasks. Of course, the downside is that your data is now stored and controlled by an external agent—the cloud provider. Another inherent risk of cloud computing is the possibility of nefarious agents posing as legitimate customers.

    An example of a cloud database platform is Microsoft SQL Azure. It is built on SQL Server technologies and is a component of the Windows Azure platform.


    World's Most Remote Island Gets Advanced Medical Support From Team Led by IBM, UPMC and Beacon Equity Partners | killexams.com real questions and Pass4sure dumps

    SOURCE: IBM

    November 14, 2007 23:59 ET

    Real-Time Telemedicine Solution for Tristan da Cunha Brings Promise of Improved Medical Resources to Isolated Populations Everywhere

    ARMONK, NY--(Marketwire - November 14, 2007) - The world's most remote inhabited island can now access advanced telemedical care, thanks to services and support from a high-technology team led by IBM (NYSE: IBM), Beacon Equity Partners and the University of Pittsburgh Medical Center (UPMC). Tristan da Cunha is located more than 1,665 miles west of Cape Town, South Africa, and is accessible only by a boat trip lasting a week or more. Some 270 British Citizens call the island home.

    IBM, Beacon Equity Partners, and UPMC today joined Medweb and the Government of Tristan da Cunha in announcing the successful implementation of "Project Tristan." This tested and proven remote medical solution combines medical equipment, satellite communications and remotely supported electronic health-record (EHR) technology, allowing medical experts from anywhere in the world to assist island clinicians in their daily practices with medical diagnoses and emergency support.

    Until recently, the island's only physician, Dr. Carel Van der Merwe, has had to rely upon minimal technology and limited medical support. Working from a hospital without so much as its own telephone to provide care for patients, he has often performed life-saving diagnoses and procedures without proper equipment or specialized expertise. Lacking a communications system that could accept email attachments, help in interpreting X-Rays or EKGs, he has depended on digital images scanned, printed and faxed to specialists thousands of miles away, delaying diagnoses by days. With no airstrip on the island, emergency evacuation or outside medical intervention has been and remains today virtually impossible.

    Project Tristan was conceived by Edward Mullen, Chairman of Beacon Equity Partners, and Paul Grundy, MD, MPH, and IBM's Director of Healthcare Technology and Strategic Initiatives, as a way to honor the memory of a close friend, Thomas Wiese. It was implemented with the guidance and support of UPMC, as well as of Dr. Richard Bakalar, Chief Medical Officer for IBM, who also established the Navy's first integrated Telemedicine Office at the National Naval Medical Center in Bethesda, MD, prior to joining IBM. Dr. Bakalar is also President of the American Telemedicine Association.

    Project Tristan, which is based on open standards and runs on the Linux Operating System, is expected to greatly enhance the island's level of medical care and standard of living. The island's physician is now able to electronically capture and share medical data and information, including X-Rays and EKGs as well as pulmonary function evaluations and video camera examinations with physician consultants. Satellite communications will enable clinicians to provide real-time diagnostic advice and suggested treatments to the attending physician.

    "The ability to share medical data quickly and easily will be a life saver for our residents," said Dr. Van der Merwe. "By joining forces, IBM, Beacon Equity Partners, Medweb and UPMC have not only created the capability to bring critical, patient-centric care to our remote island, but also to other distant locations around the world -- on land or sea -- that require constant connection to expert medical resources."

    Contributions from each team member were as follows:

    -- IBM: Solution co-development, integration and project management for the telemedicine system provided to Tristan da Cunha. Products and services included staffing, on-site installation of the system (requiring a 25 day service call because of the limited means of getting to the island), financial resources, IBM xSeries servers provided to Medweb and high-resolution monitors.

    -- Beacon Equity Partners: Co-development of the concept and funding for the project.

    -- Medweb: Medweb servers and software and additional medical input devices including a computed radiography system for digital X-Ray; integration of ECG, digital cameras, spirometry and video conferencing capabilities; configuration and testing, remote installation, training and sustained support services on an ongoing basis, including primary technical and help desk services.

    -- University of Pittsburgh Medical Center: With its widely recognized experience in telemedicine in the U.S. and abroad, UPMC volunteered to help plan and implement Project Tristan. Additionally, UPMC offered clinical professional service to the island, including medical consultations on request; secure and reliable access to robust and comprehensive multimedia medical data on Tristan patients from the Medweb Telemedicine solution; and ongoing remote training to support Project Tristan as needed.

    -- SOAPware®: Project Tristan features cutting-edge, remotely supported Electronic Health Record (EHR) technology courtesy of SOAPware, Inc. This solution has more installed sites and is in use in more nations than any other.

    "Connecting the most remote inhabited spot on the face of the earth, Tristan da Cunha, to advanced medical care in real time and over the Internet is proof that the world is really flat. This is a big step towards providing everyone access to centers of healthcare excellence regardless of geographical location," said Paul Grundy, MD, MPH, IBM's executive sponsor for Project Tristan and Director of IBM's Healthcare Technology and Strategic Initiatives. "It's now possible to monitor a patient's heart and remotely change the setting on a pacemaker or make a complex fracture diagnoses over a satellite Internet connection -- even in an environment where the closest advanced care via a ship would otherwise have taken a week to reach the Island and another to return to the mainland for care."

    In dedicating Project Tristan to the memory of Weiss, who was lost to cancer in 2006 after a lifetime of helping others, the parties share a vision of the project's potential impact around the world. "Thomas had enormous energy and enthusiasm for reaching out to others," said Ed Mullen. "It is in memory of his spirit, resolve and guiding principles that our team has worked to deploy Tristan on Tristan da Cunha. Our unanimous goal is to expand this advanced telemedical solution to improve healthcare in remote locations around the world."


    Power Distribution Unit provides for enhanced availability. | killexams.com real questions and Pass4sure dumps

    Press Release Summary:

    Distributed Power Interconnect (DPI®), suited for eserver xSeries(TM) users, utilize connector linking components that enable attachment of proper regional/country line cord and let users choose products from 15-60 A. Modular approach consolidates line cords and provides placement of 42+ outlets into rack without sacrificing EIA space. Product utilizes IBM Interconnect Rack Architecture.

    Original Press Release: IBM Distributed Power Interconnect - Power Products that Extend and Enhance Levels of Availability While Supporting the Most Power Demanding Servers

    Overview

    The new IBM Distributed Power Interconnect (DPI®) is a cost-effective solution for IBM eserver xSeries(TM) customers looking for an efficient power distribution product for the rack environment. These Power Distribution Units (PDUs) provide excellent power availability with the following features:

    o Connector linking components rather than country-specific hardwire line cords offer:

    - Easier attachment of proper regional/country line cord- Scalability; lets you choose products from 15 Amps up to 60 Amps- Simplified installation in the rack

    o DPI products extend and enhance availability with their:

    - A modular approach to power distribution- Ability to place 42+ outlets into a rack without sacrificing valuable EIA space- Line cord consolidation; reducing line cord saves time and cost

    o Built on the principles of IBM Interconnect Rack Architecture, these products help improve the rack ecosystems with their design and offer:

    - Speedy installation- Simple cabling- Money-saving design- Improved management

    o Customer-friendly alternatives to current PDUs

    o Great worldwide coverage; many countries supported with DPI

    o Competitive advantages include:

    - Easy setup- Fast installation- Simple scalability

    For information on the IBM Statement of Limited Warranty, visit: http://www.ibm.com/servers/support/machine_warranties/

    Alternatively, this information is also available by calling 800-772-2227 or contacting your IBM representative or reseller. Copies are available upon request.

    Key Prerequisites

    These PDUs must be connected to a properly installed, region-specific wall outlet. For more information on installation, refer to the Planning Information section.

    Planned Release Date

    April 25, 2003

    At a Glance

    The new IBM Distributed Power Interconnect (DPI) products are rack-based offerings that support the most demanding power requirements of the xSeries and high-end servers. Key features include:

    o Connector linking components rather than hard-wired line cords

    o Scalability - choose products from 15 Amps up to 60 Amps

    o Modular approach to power distribution; easily allowing up to 42+ outlets in a single rack

    o IBM Interconnect Rack Architecture - DPI:

    -Speeds installations; simplifies cabling inside and outside of the rack- Saves money and improves management- Greater worldwide coverage- Three-year, limited warranty

    For technical support:

    o Call 800-IBM-SERV (800-426-7378)oro Request technical information via the Personal Computing Division Web site:

    http://www.pc.ibm.com

    Additional Information

    IBM Distributed Power Interconnect PDU

    This high-density PDU is ideal for extending and enhancing the levels of availability while supporting even the most power-demanding servers. While primarily designed for xSeries servers, it also supports mid-range and high-end server products. It is a rack-based product that can:

    o Speed installationo Save moneyo Decrease amount of cabling requiredo Increase solution management

    The new DPI PDU replaces the current PDUs. The new models also deploy the same modular approach to power distribution as current PDUs. These new models contain connector linking components rather than country-specific hard-wired line cords. They are built on the ideas of the IBM Interconnect Rack Architecture. They are usable worldwide and are far advanced from the competition in setup, ease of installation, and scalability.

    Product Positioning

    The IBM DPI products feature:

    o Customer-friendly alternatives to currently available PDUso Power distribution products that extend and enhance levels of availability and support even the most power-demanding serverso Competitive advantage with ease of setup and scalabilityo Supports enterprise server line; low-end to high-end

    This family of parts will replace the current NetBAY Modular PDUs relatively quickly as these products have function and cost benefits over the older parts. Only a few of the older NetBAY modular style PDUs will remain in the business after July, 2003. These include dual cord models and the three-phase products.

    Trademarks

    The e-business logo and xSeries are trademarks of International Business Machines Corporation in the United States or other countries or both.DPI is a registered trademark of International Business Machines Corporation in the United States or other countries, or both.Other company, product, and service names may be trademarks or service marks of others.

    Related Thomas Industry Update Thomas For Industry


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    IBM 000-071 Exam (xSeries Technical Principles) Detailed Information



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