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000-087 - IBM System x Technical Expert V6 - Dump Information

Vendor : IBM
Exam Code : 000-087
Exam Name : IBM System x Technical Expert V6
Questions and Answers : 54 Q & A
Updated On : November 16, 2018
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000-087 Questions and Answers

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000-087 IBM System x Technical Expert V6

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000-087 exam Dumps Source : IBM System x Technical Expert V6

Test Code : 000-087
Test Name : IBM System x Technical Expert V6
Vendor Name : IBM
Q&A : 54 Real Questions

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IBM IBM System x Technical

IBM Is happening - nonetheless it may also be Saved | killexams.com Real Questions and Pass4sure dumps

Image result for ibm

Introduction

In September, I wrote an article that chronicled the gradual decline of international business Machines (IBM). The article focused on the company’s declining revenues and margins and the fallacy that's Watson that has been overhyped and over-marketed. considering the article became posted, things have gotten worse for the company. Its inventory rate has declined from $a hundred forty five to the existing $123.

consequently, its market valuation has declined from greater than $a hundred thirty billion to the existing $112 billion. This valuation makes IBM moderately valued compared to other technology groups. In IBM, traders are paying 19X trailing income and 8X forward profits. here is drastically reduce than what investors are paying for different old tech groups like Oracle (ORCL), Microsoft (MSFT), Apple (AAPL), and Cisco (CSCO) which have a normal forward PE ratio of 15. in a similar fashion, IBM has a ahead PS ratio of 1.forty one, which is lower than the common of those groups of four.65.

right through IBM’s decline, many traders – including Warren Buffet – have invested in the company, hoping that it's going to obtain a turnaround. they've all been disenchanted because the company’s stock has persevered to peer reduce lows. short dealers even so had been rewarded because the stock has misplaced 17% of its cost this yr. The short activity has improved from 14 million in January to the present 21 million.

in my view, IBM will proceed to underperform because it lacks a catalyst on the way to take the stock larger. This analysis should be a observe as much as the old article and will highlight extra issues that the massive blue is facing and the way it can be saved.

Elephant within the Room: RHT

When huge businesses are in decline, they've a dependancy of creating poor decisions specially when it comes to acquisitions. Two examples of this are the choice by using Sears Holdings (SHLD) to purchase k-Mart and the determination via ordinary electric powered (GE) to purchase Baker Hughes (BHGE). alas, IBM determined to observe the footsteps of those companies.

Two weeks ago, the company introduced that it could spend $34 billion to purchase crimson Hat (RHT). IBM would purchase RHT for $a hundred ninety, which changed into a 63% top class. In its announcement, IBM’s CEO pointed out that:

The acquisition of crimson Hat is a video game-changer. It changes every little thing in regards to the cloud market. BM will become the realm's #1 hybrid cloud provider, offering corporations the simplest open cloud answer on the way to release the entire price of the cloud for their companies

This announcement jogged my memory of what GE’s Jeff Immelt observed when he introduced the acquisition of Baker Hughes.

BHGE is an business chief located to convey in any economic atmosphere and support our shoppers in driving productiveness. This deal capitalizes on the present cycle in oil and gasoline while also strengthening our place for the market recuperation. As we go forward, the new fullstream offering hurries up our ability to lengthen a digital framework to shoppers while offering world-classification technical innovation and repair execution. We look ahead to continuing a seamless integration for our consumers.

what is diverse within the two statements is that Immelt was correct about the scale of Baker Hughes. having said that, Virginia Rometty’s observation became demonstrably wrong. First, within the press convention, IBM used the note cloud forty three times and in keeping with Rometty, the deal will help IBM take an better market share within the cloud industry. besides the fact that children, a look at pink Hat’s revenues shows a distinct graphic. Most of its revenues come from infrastructure-related offerings while the subsequent earnings comes from software building and other rising know-how choices. In its 10K, it describes the subscription choices as: revenue generated from purple Hat commercial enterprise Linux and connected applied sciences reminiscent of red Hat satellite and crimson Hat Virtualizations.

source: red Hat

This element become additionally mentioned by using Barron’s article that interviewed an analyst from Bernstein who stated that:

greater than half of crimson Hat’s income changed into generated by its average on-premise server working-gadget enterprise, which isn’t without delay tied to the cloud and has a slowing boom expense.

extra, while Amazon’s (AMZN) cloud grew by way of forty six% in 2017, crimson Hat’s cloud-connected revenues rose by way of simply 14%. on the identical time, the annual revenues of pink Hat are only under $3 billion with the web earnings being beneath $300 million. Worse, IBM is paying fifty five instances RHT’s estimated earnings, which is a hefty valuation on the grounds that that many organizations within the sector are obtained at 4.5 instances ahead earnings.

hence, all this does not justify the hefty $34 billion. also, here's no longer the primary time that IBM has overpaid for its cloud functions. In 2013, when it announced the acquisition of Softlayer, it declared that:

As companies add public cloud capabilities to their on-premise IT methods, they need commercial enterprise-grade reliability, security and administration. To handle this chance, IBM has developed a portfolio of high-cost inner most, public and hybrid cloud choices, as well as utility-as-a-carrier company solutions. With SoftLayer, IBM will speed up the build-out of our public cloud infrastructure to supply shoppers the broadest option of cloud offerings to drive business innovation.

Even with the SoftLayer acquisition, IBM has lagged different cloud computing groups. it's quantity 5 in the industry behind Amazon, Microsoft, Alibaba (BABA), and Google (GOOG). In public cloud, it has a market share of 6%, which is miniscule in comparison to Amazon’s forty six% market share.

in brief, IBM is following the same vogue followed through widespread electric powered when it acquired Baker Hughes or the disastrous $10.three billion acquisition of Autonomy by using HP in 2011.

A silver lining in all here's that there's a chance that the deal will not close. within the press commentary, IBM talked about that it is going to pay $one hundred ninety for the enterprise. As of this writing, the company is buying and selling at $172, which is 10% reduce than the proposed $a hundred ninety. In merger arbitrage, this is an indication that an excellent number of traders don’t consider the deal will shut.

next Elephant within the Room: Debt

The purple Hat acquisition is the primary amongst many challenges I did not address in my outdated article. This deal despite the fact gifts IBM with a balance sheet difficulty. To finance the all-money transaction, IBM will need to lift additional debt.

earlier than the deal is closed, IBM has a debt to fairness ratio of 2.372, which is higher than that of the peers outlined above. Microsoft, Oracle, Apple, and Cisco have a debt to GDP ratio of 0.8867, 1.527, 1.068, and nil.59 respectively. Their general is 1.01. therefore, this may worsen when the business issues extra debt to finance the acquisition.

this would now not be a problem for a corporation that is growing. lamentably, as I wrote earlier than, the business’s increase has slowed, revenues are declining, and the massive bets on Watson aren't understanding. because it has been stated, many Watson customers are considering of cutting down.

As you recall, IBM under Rometty has develop into a large fiscal engineering company. To enrich self belief out there, the business has borrowed closely to finance buybacks. in the past ten years, the enterprise has spent more than $forty billion in share buybacks. The chart under suggests the cutting back share counts for the company during the past ten years.

evaluate this with the boom in lengthy-term debt as shown beneath.

In other phrases, the deal by way of IBM to acquire pink Hat will dramatically boost its debt however RHT’s free cash flow is increasing. this could likely cause decreased dividends. really, as a result of the acquisition, the business has announced that it'll halt the buybacks in 2020. for this reason, it's going to halt buybacks to finance a deal I agree with will not aid it in future. Couple all this with the hefty $18 billion pension legal responsibility which is higher than that of related organizations.

IBM can be Saved

in this article, I actually have unnoticed other concerns that I raised in the previous article. These issues encompass the slowing growth, thinning margins, and the improved competitors from organizations like Alibaba, Amazon, and Google.

while things look dark for IBM, I agree with that it can be saved. different ancient know-how businesses have all been in a similar condition like IBM and recovered. earlier than Satya Nadella, Microsoft changed into demise. similarly, before Steve Jobs, Apple became loss of life.

an excellent location for IBM to start is to appreciate that it is in difficulty. After this, it will beginning by using setting up the cause of the problem. I believe that the reason behind IBM’s problems turned into its lateness in the cloud computing business. This delay allowed Amazon and different agencies to enter the trade and acquire customers. In cloud, the churn rate is so low that once an organization acquires a client, it could be sure that the company will not defect to its opponents.

subsequent, as with other tech agencies that have recovered, IBM should still believe altering its management. The truth is that Verginia Rometty has not been a very good CEO. under her leadership, the business’s inventory has declined by greater than 30% as shown under. at the equal time, she has been paid more than $a hundred and twenty million. If Rometty has not modified the company in 6+ years, what makes the board confident that she can turn it around in future?

next, as discussed above, IBM should still believe giving up the acquisition of red Hat. while this will entice a hefty divorce bill, it should be worth than the catastrophe that awaits if the deal goes on. bear in mind that eighty three% of all M&A offers fail and there is no reason why this could be triumphant. To be clear, IBM will deserve to make acquisitions to compete with Amazon. really, with the $34 billion, the enterprise can make alternative investments. for instance, it will probably spend about $three billion to acquire a corporation like container (field) that counts sixty one% of Fortune 500 corporations as shoppers.

more desirable, it could use its ventures arm to put money into small startups in the same approach that Google has executed it with Google Ventures. As shown below, IBM Ventures has not made any meaningful investments within the recent past.

source: Crunchbase

ultimately, IBM should still consider divesting its world company options (GBS) section. here is a section that offers consulting, application administration, and global method functions. In 2017, the phase generated $16.38 billion in revenues, which become lessen than $16.7 billion in 2016. The phase’s margins are the least among the other segments.

The gross margins are 25%. here's almost similar to different organizations within the sector like Accenture (CAN), Wipro (WIT), and Cognizant technologies (CTSH) which have gross margins of 30%, 30%, and 39%. hence, on a sum-of elements basis, this section on my own may also be value greater than $30 billion for those who compare it with its friends.

it's estimated that GBS has greater than 120K personnel. therefore, divesting the phase will support the company cut back the headcount and improve margins.

last suggestions

IBM’s inventory has persisted to say no after the announcement of the red Hat acquisition. As I actually have explained, the company continues to face essential headwinds so as to probably take it lower. however, I believe that the administrators can serve the enterprise neatly by means of getting out of the RHT deal and discovering stronger acquisition aims, changing the CEO, investing in early stage cloud corporations through IBM Ventures arm, and diversifying the international business features arm.

Disclosure: i'm/we're long AAPL, container.

I wrote this article myself, and it expresses my very own opinions. i'm not receiving compensation for it (aside from from seeking Alpha). I haven't any enterprise relationship with any company whose stock is mentioned listed here.


IBM Winds Down PowerVM V2, Nudges purchasers To PowerVM V3 | killexams.com Real Questions and Pass4sure dumps

November 12, 2018 Timothy Prickett Morgan

it could actually now not turn up to you, but the PowerVM server virtualization hypervisor that huge Blue created for vigour programs servers has a version similar to every different piece of application in the world, and like several application, it ages and finally it is retired from the field in lieu of more modern code.

In announcement letter 918-129, IBM let or not it's frequent that PowerVM V2, of which there were three releases, should be withdrawn from advertising and marketing on February 19, 2019 and may have its assist withdrawn on September 30, 2020. That may look like a long time away from now, however definitely isn’t. PowerVM V2.1 and V2.2 have already been given the axe lengthy considering that and so have even previous releases. right here is how long each hypervisor has been within the field, based on the version, release, and amendment designations:

This withdrawal influences all PowerVM types, including people who were bundled in particular for Linux and those that have been created to assist IBM i, AIX, and Linux side by means of aspect. It contains the standard version, which had some of its performance crimped, and the commercial enterprise edition, which had all the bells and whistles and a larger expense tag. PowerVM V3 is a direct alternative for PowerVM V2, and simply to assist you establish them, listed below are the application numbers:

  • PowerVM typical edition V3, 5765-VS3
  • PowerVM enterprise edition V3, 5765-VE3
  • PowerVM V3 Linux, 5765-VL3
  • IBM says that customers with energetic utility maintenance can improve to PowerVM V3, and that the PowerVM 2.2.6 level photographs will even be accessible beneath the PowerVM V3 deliver on the Entitled application support (ESS) down load website. (We aren't sure why you need the historical photographs for ancient utility, go figure.)

    We don’t think that that IBM is planning on mothballing PowerVM as a distinct and wonderful hypervisor on energy programs iron, but over the long haul, peculiarly with the enterprise meting out $34 billion to purchase pink Hat, it's going to ultimately wish to throw all of its weight at the back of the KVM hypervisor that crimson Hat largely controls and that IBM has ported to run on Linux-simplest systems to be extra just like the KVM that runs on X86 programs. it might be very exciting certainly if each IBM i and AIX were at last ported to KVM, and improved nevertheless, were allowed to run on any vigour programs desktop. We have no conception how plenty work might possibly be worried in porting IBM i and AIX to KVM, nevertheless it can be a lot less work than attempting to port both structures to a new processor structure, we reckon. And if IBM went all the approach and containerized both IBM i and AIX, smartly that would be anything indeed. If windows Server can aid native containers in keeping with Docker and Kubernetes, then there is no motive that IBM i and AIX can’t. all of it comes all the way down to the query of investment money.

    PowerVM V3.1 became just announced lower back in October, of direction, and among the many other things it protected within the update become support for Power9 processors. PowerVM V3.1 best helps Power7+, Power8, Power8+, and Power9 processors. (apparently, to run PowerVM on a Power9 container, you need to purchase the commercial enterprise version; the commonplace version isn't attainable anymore.)

    The withdrawal of aid on the previous PowerVM V2.X is just an additional approach of IBM saying that shoppers on older iron and older working programs deserve to be considering getting onto greater current hardware and software or chance running their agencies on unsupported utility. a lot of OS/four hundred and IBM i shops do this, and it is not at all times wise but we feel that many organizations get away with it. With so many skills security risks at the present time, although, here's truly not a smart philosophy at all and will in fact trigger remarkable damage to a company.

    in the identical announcement, IBM pointed out that Cloud management Console, software number 5737-D02, is additionally getting pulled out of the IBM catalog on February 19, 2019, There doesn’t appear to be an end of aid date during this announcement, and there is not a substitute program, both. IBM introduced Cloud management Console at average (now PowerUP) again in may also 2017.

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    suitable 5 factors to Attend the IBM protection classes at consider 2019 November eight, 2018  |  by way of Neil Jones Think 2019

    IBM

    Share suitable 5 causes to Attend the IBM security classes at feel 2019 on Twitter Share suitable 5 reasons to Attend the IBM safety sessions at suppose 2019 on facebook Share true 5 explanations to Attend the IBM safety sessions at think 2019 on LinkedIn

    With the ongoing IT security skills gap and tens of millions of trade positions waiting to be crammed, there’s no more advantageous way to extend your personal and expert construction than via spending focused time at an IT safety convention of your choice. For its half, IBM security will have an immense presence at think 2019, HIMSS19 and RSA convention 2019 in the first few months of the brand new year.

    Why if you Attend suppose 2019? listed below are 5 good explanations

    consider 2019, in an effort to take area from Feb. 11–15 in San Francisco, will compile heaps of purchasers, possibilities and business companions for one of IBM protection’s largest activities of the yr. As you agree with the a number of pursuits that you just plan to catch next 12 months, here are five key reasons why you'll want to attend some of the more than a hundred and fifty compelling IBM security classes planned at suppose 2019.

    1. be taught about the latest Happenings in IT safety

    A group learning at Think 2018

    We normally hear from our shoppers that they face a big talents hole in keeping up with all of a sudden evolving expertise and knowledge cyberattackers. here is exacerbated by the undeniable fact that more than half of groups have unfilled safety positions that depart them in perpetual hearth-fighting mode.

    What more advantageous means is there to close the competencies hole and expand your safety competencies than by using dedicating time to gaining knowledge of concerning the latest traits in cybersecurity and networking with business gurus like your self?

    2. check out the latest Product Enhancements at Our special community Day

    On Monday, Feb. 11, IBM protection will host a unique neighborhood Day, where that you can find out about our latest product enhancements and discuss with like-minded colleagues who utilize the same options as you.

    in case you haven’t joined the IBM security neighborhood yet, that you could get a head beginning on planning by means of becoming a member of these days.

    3. be taught greater About IBM protection connect

    IBM lately introduced IBM protection connect, the primary IT security platform constructed on open federated technologies with synthetic intelligence (AI) at its core. This answer makes it possible for organizations to research security data throughout up to now unconnected tools and environments. suppose 2019 offers a perfect probability to learn more about this exciting new answer.

    four. discover What It’s definitely like to experience a Cyberattack

    IBM protection’s X-drive Command middle in Cambridge, Massachusetts, doesn’t just coach teams on technical responses to knowledge cyber incidents; it helps them prepare finished company responses.

    At think 2019, we’ll carry the stress of a cyber incident without delay to our viewers as a way to see what hundreds of cyber range clients have already viewed in Cambridge. we are able to also share company, technical and cultural training from the session with all attendees. For extra details, check out session 5303A in our consider 2019 periods device.

    5. take pleasure in Our New San Francisco event location

    Trolly cars on the streets of California.

    After many years in Las Vegas, our feel 2019 safety convention will transition to the Moscone center in San Francisco. San Francisco has been perennially named probably the most livable cities within the U.S.

    all the way through your reside within the Bay area, that you may savor a mess of fun activities, comparable to traveling the Golden Gate Bridge, driving the metropolis’s noted cable automobiles and even taking a scenic pressure down the captivating California coast. if you have extra business to take care of in the Bay enviornment or Silicon Valley, you have got the competencies of being capable of focus on your entire crucial business in a single travel.

    Register Now for feel 2019

    Like what you’re reading? Then head over to our believe 2019 registration web page and register these days. while on the page, check out our early chook pricing particular, which expires on November sixteen, 2018. We seem to be ahead to seeing you — and your group — in San Francisco!

    Tags: synthetic Intelligence (AI) | IBM protection | Incident Response (IR) | safety cognizance | safety Conferences | protection Leaders | protection authorities | safety functions | protection practicing | expertise gap Neil Jones

    primary movements content Strategist for IBM protection

    Neil currently serves as foremost events content Strategist for IBM protection. He possesses more than 15 years of... 37 Posts comply with on What’s new
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    Unix to Linux migration advice and case studies | killexams.com real questions and Pass4sure dumps

    Following the recent acquisition of Sun by Oracle, some IT shops may be concerned about continuing to run Solaris. If you are considering migrating from Unix to Linux, this guide will provide you with helpful resources to make the decision. From the basic differences between operating systems to advanced porting, integration and migration advice, learn what you need to know before you begin switching your data center servers from Unix to Linux.

    Table of contents:

      The differences between Unix and Linux

    Advice: What does a Unix shop need to know about Linux?An expert examines the history of Linux and the differences between Unix and Linux.

    Advice: What are the major differences between Unix and Linux?Unix and Linux differences include origin, support model, licensing and flexibility.

    Advice: What does an AIX veteran need to know about Linux?What does an AIX user need to know about moving from Unix to Linux? An expert offers advice on where to start.

    Article: Unix updates are slower, and users like it that wayUnix updates are less frequent than OS updates for Linux and Windows, which Unix users say equals more stability and fewer headaches.

    Glossary: Unix definition and links

    Glossary: Linux defined and links

    Glossary: Unix, Linux and all the other little ixes

    Return to Table of Contents

      Considerations for migrating from Unix to Linux

    Tip: Five reasons not to migrate from Unix to LinuxIf you're considering a Unix to Linux migration in your data center, assess your situation thoroughly to avoid making a costly decision.

    Tip: When to use Unix or Linux?When deciding whether to use Unix or Linux, consider support models, kernel implications and endian.

    Tip: When to use Unix or Linux, part 2: Applications and supportChoosing between Unix and Linux means taking into account cost of server consolidations, application offerings, virtualization and more.

    Tip: Should you dump Unix for Linux?An expert discusses the right reasons to move from Unix to Linux and how to examine your options.

    Tip: Using Linux in a data center consolidation management strategyHardware versatility makes using Linux in a data center consolidation a great cost-saving strategy.

    Advice: How will a SQL database run on Unix, Linux or Windows?An expert discusses factors that influence SQL database performance on Linux, Unix and Windows.

    Tip: Server-side interoperations between Unix/Linux and WindowsTools like Samba and Kerberos can boost interoperability between Unix, Linux and Windows.

    Tip: Which database is best for multiple platforms: Windows, Linux and UnixFind out how to choose the best database for a heterogeneous data center.

    Tip: Security differences between Unix and LinuxAn expert offers advice on comparing Unix and Linux security concerns.

    Return to Table of Contents

      Porting from Unix to Linux

    Tip Series: Getting started on a Unix-to-Linux migrationThis three-part guide covers the basics of moving from Unix to Linux. Part 1 discusses where to start, including choosing a Linux server. Part 2 covers coding concerns and setting up Linux administration. Finally, Part 3 addresses source-code management and other Unix-to-Linux migration issues.

    Tip Series: Solaris-to-Linux portingKen Milberg delves into porting from Solaris to Linux in this four-part guide. Part 1 focuses on understanding your Solaris environment and choosing a Linux distribution. Part 2 covers your Solaris-to-Unix porting methods. Part 3 emphasizes the differences between Solaris and Linux. Part 4 of the series concludes with information on becoming a Linux expert.

    Chapter Download: Chapter 1, Porting project considerations, of Unix to Linux PortingThis chapter download covers the process of how to port apps from Unix to Linux and risks developers should consider.

    Tip: Migrating infrastructure from Unix to LinuxAn expert discusses the key infrastructure considerations when moving from Unix to Linux in the data center.

    Tip: Enterprise open source migrations: Dealing with file servicesThis tip offers an overview of open source file services and how to use them.

    Tip: Assess the mess: Porting apps from Unix to LinuxAvoid unforeseen problems when porting older Unix apps to Linux by assessing the project from the technical, business and project management perspectives, according to an expert.

    Tip: Porting Unix apps to Linux: Tackling architecture and platform differencesAn expert offers advice on how to smooth process of transitioning Unix apps to Linux.

    Tip: Porting criteria: Migrating apps from Unix to LinuxDuring a Unix-to-Linux migration, application testing is one of the most important steps.

    Tip: Moving files from Unix to LinuxMoving files during a Unix-to-Linux port is an often-overlooked but critical step of the migration.

    >i>Advice: Migrating from Oracle to Linux -- tips and TCO considerationsAn expert offers answers on how to migrate an Oracle database from Unix to Linux and how to tackle other migration tasks.

    Advice: Migrating the domain controller to LinuxFind out which software offering is best to migrate the domain controller to Linux.

    Advice: Transferring data from a Unix SCO server to Red Hat Linux 3.0An expert outlines how to reformat a Unix server to Red Hat Linux and transfer its software and data.

    Guide: Novell's guide to Solaris-to-Linux porting toolsNovell lists porting tools and resources for Unix-to-Linux migrations and more.

    Return to Table of Contents

      Unix to Linux news and case studies

    Article: Aussie financial firms dump Unix, Windows for Linux on the mainframeThree case studies of Australian financial institutions that have dumped Unix (Solaris) and Windows and replaced them with Red Hat Enterprise Linux on IBM System Z.

    Article: Will Solaris on x86 survive the Oracle-Sun acquisition and Linux?Bill Claybrook offers advice to Solaris Unix admins about the future of the OS on x86 following the Oracle acquisition of Sun. The current small market-share Solaris has compared to Linux is not a good sign, says Claybrook.

    Case Study: Hilti chalks up big savings from Unix to Linux moveLichtenstein-based Hilti Corp, a $4.4 billion construction tooling and services business, decided to switch its SAP system from Unix to Linux following Hewlett-Packard's decision to halt support for its Tru64 Unix OS on Alpha servers. According to Hilti, the company is saving up to 50% on software licensing and hardware costs since the move.

    Article: HP donates legacy Unix file system code to LinuxHewlett Packard donated its Tru64 Unix Advanced File System (AdvFS) source code to the open source community under GPL v2. The AdvFS code has been used widely in Unix systems for 16 years and is expected to automate and integrate Linux operations, with fewer steps required to execute commands.

    Article: Red Hat spawns new Unix killer: Extended Update SupportFor admins worried about running mission-critical applications on Linux rather than Unix, Red Hat offers extended update support (EUS) that allows IT managers to run the same release of RHEL for longer without invalidating their support contract. This change mirrors the support policies of Unix distributions like IBM AIX and Sun Solaris.

    Article: Red Hat Linux trumps Unix on TPC price/performance testThe Transaction Processing Performance Council (TPC) validated RHEL 5's processing of 1.2 million transactions per minute on an IBM System x 3950M2 with an Intel X7460 Xeon processor – doing so at 22% lower cost than its next closest competitor.

    Case Study: Data center makeover: Linux topples college's IT Tower of BabelThe data center at Golden Gate University was a cornucopia of hardware and software platforms. CTO Anthony Hill considered Solaris, Windows, and Linux. He examined all of the costs and advantages of each platform, including developing cost models for a Linux, Solaris or Windows deployments.

    Case Study: Linux solves city's woes with UnixBloomington, Ind.  removed its HP-UX servers and workstations and rolled out Linux at lower cost.

    Case Study: Mississippi deal a landmark for Linux in governmentLinux is the OS running a public safety information-sharing initiative in Mississippi, one of the earliest examples of Linux use in government.

    Article: Niche Linux servers break out of HPC into enterpriseWatch out, IBM, Dell and HP! Linux server vendors that have carved out a space in high-performance computing markets are taking their tailor-made servers into new enterprise markets, providing a welcomed change for businesses that want to save money and get customized products.

    If you are looking for information about user groups you can find a UK directory for server, platform users: Windows, Unix, and Linux user groups.


    OSI: The Internet That Wasn’t | killexams.com real questions and Pass4sure dumps

    08OLOSIHistoryOpener

    Photo: INRIA Only Connect: Researcher Hubert Zimmermann [left] explains computer networking to French officials at a meeting in 1974. Zimmermann would later play a key role in the development of the Open Systems Interconnection standards.

    If everything had gone according to plan, the Internet as we know it would never have sprung up. That plan, devised 35 years ago, instead would have created a comprehensive set of standards for computer networks called Open Systems Interconnection, or OSI. Its architects were a dedicated group of computer industry representatives in the United Kingdom, France, and the United States who envisioned a complete, open, and multi­layered system that would allow users all over the world to exchange data easily and thereby unleash new possibilities for collaboration and commerce.

    For a time, their vision seemed like the right one. Thousands of engineers and policy­makers around the world became involved in the effort to establish OSI standards. They soon had the support of everyone who mattered: computer companies, telephone companies, regulators, national governments, international standards setting agencies, academic researchers, even the U.S. Department of Defense. By the mid-1980s the worldwide adoption of OSI appeared inevitable.

    Paul Baran

    1961: Paul Baran at Rand Corp. begins to outline his concept of “message block switching” as a way of sending data over computer networks.

    And yet, by the early 1990s, the project had all but stalled in the face of a cheap and agile, if less comprehensive, alternative: the Internet’s Transmission Control Protocol and Internet Protocol. As OSI faltered, one of the Internet’s chief advocates, Einar Stefferud, gleefully pronounced: “OSI is a beautiful dream, and TCP/IP is living it!”

    What happened to the “beautiful dream”? While the Internet’s triumphant story has been well documented by its designers and the historians they have worked with, OSI has been forgotten by all but a handful of veterans of the Internet-OSI standards wars. To understand why, we need to dive into the early history of computer networking, a time when the vexing problems of digital convergence and global interconnection were very much on the minds of computer scientists, telecom engineers, policymakers, and industry executives. And to appreciate that history, you’ll have to set aside for a few minutes what you already know about the Internet. Try to imagine, if you can, that the Internet never existed.

    Donald W. Davies

    1965: Donald W. Davies, working independently of Baran, conceives his “packet-switching” network.

    The story starts in the 1960s. The Berlin Wall was going up. The Free Speech movement was blossoming in Berkeley. U.S. troops were fighting in Vietnam. And digital computer-communication systems were in their infancy and the subject of intense, wide-ranging investigations, with dozens (and soon hundreds) of people in academia, industry, and government pursuing major research programs.

    The most promising of these involved a new approach to data communication called packet switching. Invented ­independently by Paul Baran at the Rand Corp. in the ­United States and Donald Davies at the ­National Physical Laboratory in England, packet switching broke messages into discrete blocks, or packets, that could be routed separately across a network’s various channels. A computer at the receiving end would reassemble the packets into their original form. Baran and Davies both believed that packet switching could be more robust and efficient than circuit switching, the old technology used in telephone systems that required a dedicated channel for each conversation.

    Researchers sponsored by the U.S. Department of Defense’s Advanced Research Projects Agency created the first packet-switched network, called the ARPANET, in 1969. Soon other institutions, most notably the ­computer giant IBM and several of the telephone monopolies in Europe, hatched their own ambitious plans for packet-switched networks. Even as these institutions contemplated the digital convergence of computing and communications, however, they were anxious to protect the revenues generated by their existing businesses. As a result, IBM and the telephone monopolies favored packet switching that relied on “virtual circuits”—a design that mimicked circuit switching’s technical and organizational routines.

    map-usa

    1969: ARPANET, the first packet-switching network, is created in the United States.

    1970: Estimated U.S. market revenues for computer communications: US $46  million.

    1971: Cyclades packet-switching project launches in France.

    With so many interested parties putting forth ideas, there was widespread agreement that some form of international standardization would be necessary for packet switching to be viable. An ­early attempt began in 1972, with the formation of the Inter­national Network Working Group (INWG). Vint Cerf was its first chairman; other active members included Alex ­McKenzie in the United States, ­Donald Davies and Roger ­Scantlebury in England, and Louis Pouzin and ­Hubert Zimmermann in France.

    The purpose of INWG was to promote the “datagram” style of packet switching that Pouzin had designed. As he explained to me when we met in Paris in 2012, “The essence of datagram is connectionless. That means you have no relationship established between sender and receiver. Things just go separately, one by one, like photons.” It was a radical proposal, especially when compared to the connection-oriented virtual circuits favored by IBM and the telecom engineers.

    INWG met regularly and exchanged technical papers in an effort to reconcile its designs for datagram networks, in particular for a transport protocol—the key mechanism for exchanging packets across different types of networks. After several years of debate and discussion, the group finally reached an agreement in 1975, and Cerf and Pouzin submitted their protocol to the international body responsible for overseeing telecommunication standards, the International Telegraph and Telephone Consultative Committee (known by its French acronym, CCITT).

    group-shot

    1972: International Network Working Group (INWG) forms to develop an international standard for packet-switching networks, including [left to right] Louis Pouzin, Vint Cerf, Alex ­McKenzie, ­Hubert Zimmermann, and Donald Davies.

    The committee, dominated by telecom engineers, rejected the INWG’s proposal as too risky and untested. Cerf and his colleagues were bitterly disappointed. Pouzin, the combative leader of Cyclades, France’s own packet-­switching research project, sarcastically noted that members of the CCITT “do not object to packet switching, as long as it looks just like circuit switching.” And when Pouzin complained at major conferences about the “arm-twisting” tactics of “national monopolies,” everyone knew he was referring to the French telecom authority. French bureaucrats did not appreciate their country­man’s candor, and government funding was drained from Cyclades between 1975 and 1978, when Pouzin’s involvement also ended.

    1974 Cerf and Kahn

    1974: Vint Cerf and Robert Kahn publish “A Protocol for Packet Network Intercommunication,” in IEEE Transactions on Communications.

    For his part, Cerf was so discouraged by his international adventures in standards making that he resigned his position as INWG chair in late 1975. He also quit the faculty at Stanford and accepted an offer to work with Bob Kahn at ARPA. Cerf and Kahn had already drawn on Pouzin’s datagram design and published the details of their “transmission control program” the previous year in the IEEE Transactions on Communications. That provided the technical foundation of the “Internet,” a term adopted later to refer to a network of networks that utilized ARPA’s TCP/IP. In subsequent years the two men directed the development of Internet protocols in an environment they could control: the small community of ARPA contractors.

    Cerf’s departure marked a rift within the INWG. While Cerf and other ARPA contractors eventually formed the core of the ­Internet community in the 1980s, many of the remaining veterans of INWG regrouped and joined the international alliance taking shape under the banner of OSI. The two camps became bitter rivals.

    OSI was devised by committee, but that fact alone wasn’t enough to doom the ­project—after all, plenty of successful standards start out that way. Still, it is worth noting for what came later.

    In 1977, representatives from the British computer industry proposed the creation of a new standards committee devoted to packet-switching networks within the International Organization for Standardization (ISO), an independent nongovernmental ­association created after World War II. Unlike the CCITT, ISO wasn’t specifically concerned with telecommunications—the wide-ranging topics of its technical committees included TC 1 for standards on screw threads and TC 17 for steel. Also unlike the CCITT, ISO already had committees for computer standards and seemed far more likely to be receptive to connectionless datagrams.

    The British proposal, which had the support of U.S. and French representatives, called for “network standards needed for open working.” These standards would, the British argued, provide an alternative to traditional computing’s “self-contained, ‘closed’ systems,” which were designed with “little regard for the possibility of their inter­working with each other.” The concept of open working was as much strategic as it was technical, signaling their desire to enable competition with the big incumbents—namely, IBM and the telecom monopolies.

    OSI vs TCP/IP

    A layered approach: The OSI reference model [left column] divides computer communications into seven distinct layers, from physical media in layer 1 to applications in layer 7. Though less rigid, the TCP/IP approach to networking can also be construed in layers, as shown on the right.

    As expected, ISO approved the British request and named the U.S. database ­expert Charles Bachman as committee chairman. Widely respected in computer circles, ­Bachman had four years earlier received the prestigious Turing Award for his work on a database management system called the Integrated Data Store.

    When I interviewed Bachman in 2011, he described the “architectural vision” that he brought to OSI, a vision that was inspired by his work with databases generally and by IBM’s Systems Network Architecture in particular. He began by specifying a reference model that divided the various tasks of computer communication into distinct layers. For example, physical media (such as copper cables) fit into layer 1; transport protocols for moving data fit into layer 4; and applications (such as e-mail and file transfer) fit into layer 7. Once a layered architecture was established, specific protocols would then be developed.

    1974: IBM launches a packet-switching network called the Systems Network Architecture.

    1975: INWG submits a proposal to the International Telegraph and Telephone Consultative Committee (CCITT), which rejects it. Cerf resigns from INWG.

    1976: CCITT publishes Recommendation X.25, a standard for packet switching that uses “virtual circuits.”

    Bachman’s design departed from IBM’s Systems Network Architecture in a significant way: Where IBM specified a terminal-to-­computer architecture, Bachman would connect computers to one another, as peers. That made it extremely attractive to companies like General Motors, a leading proponent of OSI in the 1980s. GM had dozens of plants and hundreds of suppliers, using a mix of largely incompatible hardware and software. Bachman’s scheme would allow “interworking” between different types of proprietary computers and networks—so long as they followed OSI’s standard protocols.

    The layered OSI reference model also provided an important organizational feature: modularity. That is, the layering allowed committees to subdivide the work. Indeed, Bachman’s reference model was just a starting point. To become an international standard, each proposal would have to complete a four-step process, starting with a working draft, then a draft proposed international standard, then a draft international standard, and finally an international standard. Building consensus around the OSI reference model and associated standards required an extra­ordinary number of plenary and committee meetings.

    OSI’s first plenary meeting lasted three days, from 28 February through 2 March 1978. Dozens of delegates from 10 countries participated, as well as observers from four international organizations. Everyone who attended had market interests to protect and pet projects to advance. Delegates from the same country often had divergent agendas. Many attendees were veterans of INWG who retained a wary optimism that the future of data networking could be wrested from the hands of IBM and the telecom monopolies, which had clear intentions of dominating this emerging market.

    Bachman group

    1977: International Organization for Standardization (ISO) committee on Open Systems Interconnection is formed with Charles Bachman [left] as chairman; other active members include Hubert Zimmermann [center] and John Day [right].

    1980: U.S. Department of Defense publishes “Standards for the Internet Protocol and Transmission Control Protocol.”

    Meanwhile, IBM representatives, led by the company’s capable director of standards, Joseph De Blasi, masterfully steered the discussion, keeping OSI’s development in line with IBM’s own business interests. Computer scientist John Day, who designed protocols for the ARPANET, was a key member of the U.S. delegation. In his 2008 book Patterns in Network Architecture (Prentice Hall), Day recalled that IBM representatives expertly intervened in disputes between delegates “fighting over who would get a piece of the pie.… IBM played them like a violin. It was truly magical to watch.”

    Despite such stalling tactics, Bachman’s leadership propelled OSI along the precarious path from vision to reality. ­Bachman and Hubert Zimmermann (a veteran of ­Cyclades and INWG) forged an alliance with the telecom engineers in CCITT. But the partnership struggled to overcome the fundamental incompatibility between their respective worldviews. Zimmermann and his computing colleagues, inspired by Pouzin’s datagram design, championed “connectionless” protocols, while the telecom professionals persisted with their virtual circuits. Instead of resolving the dispute, they agreed to include options for both designs within OSI, thus increasing its size and complexity.

    This uneasy alliance of computer and telecom engineers published the OSI reference model as an international standard in 1984. Individual OSI standards for transport protocols, electronic mail, electronic directories, network management, and many other functions soon followed. OSI began to accumulate the trappings of inevitability. Leading computer companies such as Digital Equipment Corp., Honeywell, and IBM were by then heavily invested in OSI, as was the European Economic Community and national governments throughout Europe, North America, and Asia.

    Even the U.S. government—the main sponsor of the Internet protocols, which were incompatible with OSI—jumped on the OSI bandwagon. The Defense Department officially embraced the conclusions of a 1985 National Research Council recommendation to transition away from TCP/IP and toward OSI. Meanwhile, the Department of Commerce issued a mandate in 1988 that the OSI standard be used in all computers purchased by U.S. government agencies ­after August 1990.

    While such edicts may sound like the work of overreaching bureaucrats, remember that throughout the 1980s, the ­Internet was still a research network: It was growing rapidly, to be sure, but its managers did not allow commercial traffic or for-profit service providers on the ­government-subsidized backbone until 1992. For businesses and other large entities that wanted to exchange data between different kinds of computers or different types of networks, OSI was the only game in town.

    January 1983: U.S. Department of Defense’s mandated use of TCP/IP on the ARPANET signals the “birth of the Internet.”

    May 1983: ISO publishes “ISO 7498: The Basic Reference Model for Open Systems Interconnection” as an international standard.

    1985: U.S. National Research Council recommends that the Department of Defense migrate gradually from TCP/IP to OSI.

    1988: U.S. market revenues for computer communications: $4.9 billion.

    That was not the end of the story, of course. By the late 1980s, frustration with OSI’s slow development had reached a boiling point. At a 1989 meeting in Europe, the OSI advocate Brian Carpenter gave a talk titled “Is OSI Too Late?” It was, he recalled in a recent memoir, “the only time in my life” that he “got a standing ovation in a technical conference.” Two years later, the French networking expert and former INWG member Pouzin, in an essay titled “Ten Years of OSI—Maturity or Infancy?,” summed up the growing uncertainty: “Government and corporate policies never fail to recommend OSI as the solution. But, it is easier and quicker to implement homogenous networks based on proprietary architectures, or else to interconnect heterogeneous systems with TCP-based products.” Even for OSI’s champions, the Internet was looking increasingly attractive.

    That sense of doom deepened, progress stalled, and in the mid-1990s, OSI’s beautiful dream finally ended. The effort’s fatal flaw, ironically, grew from its commitment to openness. The formal rules for international standardization gave any interested party the right to participate in the design process, thereby inviting structural tensions, incompatible visions, and disruptive tactics.

    OSI’s first chairman, Bachman, had anticipated such problems from the start. In a conference talk in 1978, he worried about OSI’s chances of success: “The organizational problem alone is incredible. The technical problem is bigger than any one previously faced in information systems. And the political problems will challenge the most astute statesmen. Can you imagine trying to get the representatives from ten major and competing computer corporations, and ten telephone companies and PTTs [state-owned telecom monopolies], and the technical experts from ten different nations to come to any agreement within the foreseeable future?”

    1988: U.S. Department of Commerce mandates that government agencies buy OSI-compliant products.

    1989: As OSI begins to founder, computer scientist Brian Carpenter gives a talk entitled “Is OSI Too Late?” He receives a standing ovation.

    1991: Tim Berners-Lee announces public release of the WorldWideWeb application.

    1992: U.S. National Science Foundation revises policies to allow commercial traffic over the Internet.

    Despite Bachman’s and others’ best efforts, the burden of organizational overhead never lifted. Hundreds of engineers ­attended the meetings of OSI’s various committees and working groups, and the bureaucratic procedures used to structure the discussions didn’t allow for the speedy production of standards. Everything was up for debate—even trivial nuances of language, like the difference between “you will comply” and “you should comply,” triggered complaints. More significant rifts continued between OSI’s computer and telecom experts, whose technical and business plans remained at odds. And so openness and modularity—the key principles for ­coordinating the project—ended up killing OSI.

    Meanwhile, the Internet flourished. With ample funding from the U.S. government, Cerf, Kahn, and their colleagues were shielded from the forces of international politics and economics. ARPA and the Defense Communications Agency accelerated the Internet’s adoption in the early 1980s, when they subsidized researchers to implement Internet protocols in popular operating systems, such as the modification of Unix by the University of California, Berkeley. Then, on 1 January 1983, ARPA stopped supporting the ­ARPANET host protocol, thus forcing its contractors to adopt TCP/IP if they wanted to stay connected; that date became known as the “birth of the Internet.”

    conference table

    Photo: John Day What’s In A Name: At a July 1986 meeting in Newport, R.I., representatives from France, Germany, the United Kingdom, and the United States considered how the OSI reference model would handle the crucial functions of naming and addressing on the network.

    And so, while many users still expected OSI to become the future solution to global network interconnection, growing numbers began using TCP/IP to meet the practical near-term pressures for interoperability.

    Engineers who joined the Internet community in the 1980s frequently misconstrued OSI, lampooning it as a misguided monstrosity created by clueless European bureaucrats. Internet engineer Marshall Rose wrote in his 1990 textbook that the “Internet community tries its very best to ignore the OSI community. By and large, OSI technology is ugly in comparison to Internet technology.”

    Unfortunately, the Internet community’s bias also led it to reject any technical insights from OSI. The classic example was the “palace revolt” of 1992. Though not nearly as formal as the bureaucracy that devised OSI, the Internet had its Internet Activities Board and the Internet Engineering Task Force, responsible for shepherding the development of its standards. Such work went on at a July 1992 meeting in Cambridge, Mass. Several leaders, pressed to revise routing and ­addressing limitations that had not been anticipated when TCP and IP were designed, recommended that the community ­consider—if not adopt—some technical protocols developed within OSI. The hundreds of Internet engineers in attendance howled in protest and then sacked their leaders for their heresy.

    1992: In a “palace revolt,” Internet engineers reject the ISO ConnectionLess Network Protocol as a replacement for IP version 4.

    1996: Internet community defines IP version 6.

    1991: Tim Berners-Lee announces public release of the WorldWideWeb application.

    2013: IPv6 carries approximately 1 percent of global Internet traffic.

    Although Cerf and Kahn did not design TCP/IP for business use, decades of government subsidies for their research eventually created a distinct commercial advantage: Internet protocols could be implemented for free. (To use OSI standards, companies that made and sold networking equipment had to purchase paper copies from the standards group ISO, one copy at a time.) Marc Levilion, an engineer for IBM France, told me in a 2012 interview about the computer industry’s shift away from OSI and toward TCP/IP: “On one side you have something that’s free, available, you just have to load it. And on the other side, you have something which is much more architectured, much more complete, much more elaborate, but it is expensive. If you are a director of computation in a company, what do you choose?”

    By the mid-1990s, the Internet had become the de facto standard for global computer networking. Cruelly for OSI’s creators, Internet advocates seized the mantle of “openness” and claimed it as their own. Today, they routinely campaign to preserve the “open Internet” from authoritarian governments, regulators, and would-be monopolists.

    In light of the success of the nimble Internet, OSI is often portrayed as a cautionary tale of overbureaucratized “anticipatory standardization” in an immature and volatile market. This emphasis on its failings, however, ­misses OSI’s many successes: It focused attention on cutting-edge technological questions, and it became a source of learning by doing—­including some hard knocks—for a generation of network engineers, who went on to create new companies, advise governments, and teach in universities around the world.

    Beyond these simplistic declarations of “success” and “failure,” OSI’s history holds important lessons that engineers, policymakers, and Internet users should get to know better. Perhaps the most important lesson is that “openness” is full of contradictions. OSI brought to light the deep incompatibility between idealistic visions of openness and the political and economic realities of the international networking industry. And OSI eventually collapsed because it could not reconcile the divergent desires of all the interested parties. What then does this mean for the continued viability of the open Internet?

    For more about the author, see the Back Story, “How Quickly We Forget.”

    This article originally appeared in print as “The Internet That Wasn’t.”

    This article is a follow-up to a 2006 article Andrew L. Russell published in IEEE Annals of the History of Computing, called “ ‘Rough Consensus and Running Code’ and the Internet-OSI Standards War.” And he will be delving into the history of OSI and the Internet—along with related topics such as standardization in the Bell System—in his upcoming book, Open Standards and the Digital Age: History, Ideology, and Networks, which will be published by Cambridge University Press in late 2013 or early 2014.

    Janet Abbate’s Inventing the Internet (MIT Press, 1999) is an excellent account of the events that led to the development of the Internet as we know it.

    Alexander McKenzie’s article “INWG and the Conception of the Internet: An Eyewitness Account,” published in the January 2011 issue of IEEE Annals of the History of Computing, builds on documents McKenzie saved from his experience with the International Networking Working Group and that now are archived at the Charles Babbage Institute at the University of Minnesota, Minneapolis.

    James Pelkey’s online book Entrepreneurial Capitalism and Innovation: A History of Computer Communications, 1968–1988 is based on interviews and documents he collected in the late 1980s and early 1990s, a time when OSI seemed certain to dominate the future of computer internetworking. Pelkey's project also was described in a recent Computer History Museum blog post celebrating the 40th anniversary of Ethernet.



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