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IBM IBM xSeries Technical Principles

IBM to acquire utility enterprise purple Hat for $34 billion | killexams.com existent Questions and Pass4sure dumps

(Reuters) - IBM Corp’s (IBM.N) $34 billion (26.55 billion pounds) deal to purchase red Hat Inc (RHT.N) drove shares within the little however fast-becoming software maker about 50 percent greater on Monday, reflecting the large premium IBM is paying to retain away from any skills challenger bids.

At $172, shares of pink Hat bask in been noiseless buying and selling round $18 wanting the $190 expense agreed through both agencies in Sunday’s announcement, and analysts stated that pointed to a few terminal nerves among traders over the probabilities of the deal closing.

The breakup payment for the deal, which might live among the many biggest on listing within the tech sector, has yet to live introduced and a immoderate payment would additionally deter purple Hat from exciting different consumers.

IBM’s inventory became down 2 percent on word of the deal, a hint that traders had been concerned that, at 10 instances 2019 projected revenue, it had overpaid for the deal.

The company’s Chief executive Officer Ginni Rometty informed CNBC in an interview aired early on Monday that she felt the deal turned into accomplished on the preempt fee.

“here's a extremely reasonable expense...(pink Hat CEO Jim Whitehurst) has developed a pretty pleasurable company, and in contrast to others, immoderate boom, elevated profit and cash and so here is why I feel definitely these are principal issues for their traders,” Rometty spoke of.

FILE image: an emblem of IBM is seen on the mobile World Congress in Barcelona, Spain February 28, 2018. REUTERS/Yves Herman/File photograph

One brokerage, Stifel, raised the prospect of a competing proffer from probably the most different primary gamers in cloud computing for whom the deal represents the emergence of a greater monstrous rival.

“Google, Amazon, and Microsoft (and probably Oracle) bask in the strategic motivations and fiscal elements to consummate this sort of transaction and would no longer live stunned if they were to remark one among them do a competing bid,” analysts from Stifel observed in a note.

HYBRID CLOUD

Rometty instructed Reuters on Sunday that the increasing exhaust of cloud services from diverse suppliers become the driving compel at the back of the deal together with the upward thrust of the so-referred to as hybrid cloud, through which groups accelerate a few of their utility in their personal records centres and different features of it in information centres accelerate by IBM, Amazon web features or Google Cloud, among others.

crimson Hat has been investing heavily in tech gear reminiscent of so-called “containers,” which do it simpler for groups to atomize up up their computing drudgery amongst a amalgamate of information centres.

“They crave preference and they are going to give it to them,” Rometty pointed out. “Multi-cloud is a fact of existence.”

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

In buying purple Hat, IBM may bask in assembled a cloud that comprises physical servers, its personal working system and applications enjoy human substances application.

however the mixed entity will additionally sell software that runs on its purchasers personal hardware and other clouds. that will Put it in direct competition with corporations enjoy Microsoft, which has an identical composite of utility and cloud capabilities.

“we are going to each compete and associate with these other clouds,” Rometty pointed out. “The component about IBM is, we’ve been around long adequate to know here is a multi-cloud world.”

Jim Whitehurst, the CEO of pink Hat, talked about using diverse clouds has been an abilities for red Hat.

Cloud suppliers akin to Amazon commonly proffer a apartment-made version of the Linux working gear for free or at shrimp cost. but that edition of Linux is obtainable handiest on Amazon, and if the enterprise wants to accelerate utility on an extra cloud they might ought to ensure it works with a special edition of Linux there.

purple Hat presents a common edition of Linux that runs on often attainable clouds in addition to a company’s personal facts centres, and Whitehurst stated pink Hat consumers had been increasingly working its working gadget on public clouds.

“we're turning out to live faster on the public clouds than the public clouds are growing to be,” Whitehurst spoke of in an interview. “Yeah, you pay us a shrimp added versus a free cloud offering, however you obtain the handicap of a gauge working environment.”

Analysts had raised concerns that the buy can too 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 summon on Monday that purple Hat would proceed to live led by way of Whitehurst and red Hat’s current management crew. It additionally intends to retain red Hat’s headquarters, facilities, brands and practices.

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


IBM broadcasts original I.T. requisites coverage | killexams.com existent Questions and Pass4sure dumps

source: IBM

September 23, 2008 00:01 ET

To hearten greater Tech standards high-quality and Transparency, and Promote Equal Participation of growth Markets in Globally integrated economy

ARMONK, original york--(Marketwire - September 23, 2008) - IBM (NYSE: IBM) these days announced that, advantageous immediately, it's instituting a original company coverage that formalizes the business's habits when assisting to create open technical requirements. Such requisites allow electronic gadgets and utility programs to interoperate with one an extra.

in the globally integrated economy, open technical necessities are critical to enabling the birth of everything from catastrophe relief services and health care, to business features and consumer entertainment. They enable governments to create fiscal construction systems and deliver services to their residents.

The tenets of IBM's original policy are to:

  • begin or terminate participation in requisites their bodies according to the remarkable and openness of their techniques, membership guidelines, and highbrow property policies.
  • encourage rising and developed economies to both adopt open world standards and to prefer portion in the introduction of these standards.
  • improve governance suggestions within standards their bodies that ensure technology choices, votes, and dispute resolutions are made pretty by unbiased members, included from undue influence.
  • Collaborate with standards their bodies and developer communities to do certain that open software interoperability standards are freely accessible and implementable.
  • help pressure the introduction of clear, primary and consistent intellectual property policies for necessities corporations, thereby enabling specifications builders and implementers to do informed technical and enterprise selections.
  • IBM inspired members of requisites communities to adopt similar concepts, that are more stringent than required through present laws or policies. IBM's original standards policy promotes simplified and consistent intellectual property practices, and emphasizes that any stakeholders, together with the open source neighborhood and those in growth markets, should bask in equal footing as they participate within the requisites method.

    IBM described steps to region these concepts into action. as an example, the company will:

  • evaluate and prefer critical movements concerning its membership in requirements agencies.
  • in the regions and nations the region they Do enterprise, motivate local participation within the creation and exhaust of requisites that lucid up the problems and meet the requirements of any affected stakeholders around the globe. they will recommend governance guidelines in standards bodies that inspire distinct participation.
  • Work for system reform in requirements organizations in order that proxies or surrogates cannot live utilized in standards creation and approval.
  • Collaborate with necessities corporations and stakeholders to streamline and consolidate intellectual property licenses and policies, with a focus on enabling utility purposes to gyrate into extra quite simply interoperable via open necessities.
  • IBM's principles bask in been impressed via the consequences of an online conversation facilitated with the aid of IBM during the summer time of 2008, through which 70 impartial, forward-considering experts throughout the globe -- from academia, standards-setting, law, executive, and public coverage -- debated the question of whether general atmosphere bodies bask in kept tempo with today's industrial, social, legal and political realities. Actionable information to modernize their methods bask in been offered privilege through the six-week dialogue (http://www.analysis.ibm.com//data/standards_wikis.shtml), with an eye fixed towards expanding requirements transparency, fairness, and best.

    an invitation-best apex is deliberate for November, below Yale tuition's auspices, a pleasurable way to flesh out thoughts from the online dialogue and originate steps toward improving the specifications-surroundings environment.

    "general, open and consensus-based mostly know-how standards from trustworthy necessities their bodies assist live certain that every of us can simply buy and interchangeably exhaust computing expertise from multiple carriers," pointed out Bob Sutor, IBM vice president of open source and specifications. "The ways by which they're created and adopted supply reasonably-priced assurances that disparate products will drudgery with one one other, and withstand the verify of time."

    About IBM

    For more counsel about IBM, delight visit www.ibm.com


    purple Hat aims To live The Default option For next-technology IT | killexams.com existent Questions and Pass4sure dumps

    On October 28, IBM announced its intent to purchase crimson Hat for $34 billion. This marked the largest utility acquisition ever. ahead of announcement, I caught up with crimson Hat Chief guidance Officer Mike Kelly, who offered ideas on the steps his crew had undertaken to continue to enhance crimson Hat's product (using a red Hat-on-crimson Hat software), to recommend technology executives at a number of levels of leveraging open supply technology, and in improving the typical operation. evidently these are the forms of improvements that helped do the business alluring to IBM.

    (To hearken to an unabridged podcast edition of this interview, delight click this link. To study future articles enjoy this one, delight observe me on Twitter @PeterAHigh.)

    Peter excessive: might you picture your purview because the Chief information Officer of pink Hat?

    purple Hat CIO Mike KellyCredit: purple Hat

    Mike Kelly: i am portion of their govt crew, and that i bask in loads of tasks relating to IT at red Hat. The duties are as follows:

  • The business purposes that they exhaust to accelerate the business and drive process growth and application modernization for any their strains of company;
  • Our infrastructure, commercial enterprise architecture, and DevOps firm - we've purposes working in their information middle, which is where I involve their business structure characteristic and their original custom app construction;
  • Our associate experience, which includes any that they Do to leverage technology as without hardship as feasible to live able to Do their jobs;
  • Our information security and haphazard administration. These departments are amenable for keeping red Hat secure and report to me;
  • Our commercial enterprise statistics and analytics characteristic, which comparable to many organizations, is working to do certain we're leveraging facts as effortlessly as feasible to do these information pushed decisions throughout the enterprise;
  • Our strategy enablement feature, which is oriented round how they picture their IT companies internally and externally. This duty is where their red Hat-on-crimson Hat software lives, and it's where any of their affiliate progress lives as well. As they look to live at the styles of americans they requisite in IT each now and sooner or later, we're laser concentrated on how they supply the most preempt opportunities for their people;
  • Our Captive construction core in India.
  • excessive: can you talk about how red Hat-on-pink Hat works? How Do you deem about the exhaust of the business's personal products inside your environment?

    Kelly: it's an essential component for us, and one of the most fun materials about this job is that in many instances, their consumer is someone corresponding to me. With a gauge business, the CIO is likely now not the top consumer. here, the entire business is pondering how they are able to Do their job better, which I capitalize from. Their way is to enable an open, hybrid, multi-cloud approach and build a collection of products and choices around that. Their tradition is in open source, exceptionally in Linux and crimson Hat enterprise Linux, and the commercial enterprise is taking that and constructing it privilege into a hybrid cloud context.

    Our job is to do certain that they are assessing what they are attempting to Do as a firm whereas assessing the purple Hat items that makes up the portfolio that they will thoroughly leverage. Their want is to do certain that they are making those products better before they obtain to their conclusion client. while they wouldn't bask in the amount of exhaust situations that every company and business would have, there's a certain degree of commonality that they will drive and ensure is in region in order that they can premiere characterize it with their customers. The intent of the software is to do certain that they are an inner exhaust case in addition to one it is represented externally. To Do this, they are trying to arm their revenue, solution architecture, and service teams so they bask in a pretty pleasurable reply when shoppers inevitably question the question, "How are you guys operating this internally?"

    high: How Do you bask in interaction the CIO group to leverage a few of what pink Hat has while gleaning extra in regards to the evolution and needs of their personal operation?

    Kelly: considering the fact that purple Hat is this kindhearted of staunch imply of open-supply and how communities work, they are trying to deem ourselves as a leavening in communities. The CIO group is a pleasurable one as there are a variety of boards and techniques for individuals to compass back together. My team has engaged in an informal IT on IT group, which is an rising assortment of tech agencies who try to act in an identical techniques and accelerate the equal fashions. any of those groups are working to do certain that their respective groups are being model showcases of their items. discovering from these distinctive individual experiences has been tremendous as they are any in diverse phases of adoption of their certain courses. The terrific minds in the neighborhood bask in helped us shape their thinking on their application itself. The best portion concerning the neighborhood is that even their rivals are inclined to partake guidance because they any suppose it is a remarkable technique to exhibit ITs significance to the enterprise. This matter is a massive agenda particular for many people in the neighborhood as they're noiseless keen on making certain that companies in fact deem the cost it might probably carry. an extra way they try to live a leavening in communities is through a variety of outreach classes inside the company, which I try to live energetic in. As CIOs compass collectively at distinct activities, discussing what we're doing with their respective enterprise is any the time a remarkable topic.

    high: You came to purple Hat in August 2016. prior to that, you bask in been the CIO of McKesson U.S. Pharmaceutical company, which, though a company unit of McKesson, is the size of a Fortune 500 enterprise. are you able to talk concerning the change in way of life going from a greater usual IT offshoot at a lots better corporation to a smaller one which operates in the IT space?

    Kelly: besides the fact that children the lifestyle I came from became no worse than pink Hat’s, attending to shift gears and in my view reset how I went about my company was a antiseptic cultural trade for me. when I came onboard, I made the mindful preference now not to accelerate the customized playbook that i used to live acquainted with. as a substitute, I got down to hearken to the distinct cues in my original atmosphere and leverage what I knew from my historical one. one of the main cultural adjustments is that red Hat has the belief that anything is feasible, whereas McKesson stays intensely focused on executing a plan. I believe there are pros and cons to each strategies, and i tried to locate the pros from their strategy. after I got here in, I heard the comic story, "The enterprise will under no circumstances die of starvation, but they might die of indigestion." This was a transparent signal that they had a massive opportunity in entrance of us and that their heart of attention needed to live round giving people simple chore that their direction became the proper one. as a result of McKesson is without doubt one of the most useful areas to compass up when it comes to staying concentrated on pile a durable business long-time period, i was capable of carry my lessons from there.

    At crimson Hat, while it changed into refreshing to know they could travel off and Do the rest, it become daunting at the identical time because they had to live focused on what they were going to Do smartly. one more main change is that crimson Hat is a technically-minded enterprise, and coming in, I knew that i used to live by no means going to live the brightest technical intelligence within the business by way of any stretch of the creativeness. Coming in, considered one of my exact priorities become picking out how I could most desirable serve that neighborhood and live a pleasurable steward for what they had been trying to obtain performed in every dimension of what they do. The measurement and scale of pink Hat changed into too extraordinarily diverse from where I came from.

    although, fundamentally, the technique of attending to where you want to travel is an identical. In both instances, it includes realizing a way to build durable practices and a mindset around balancing operational excellence and innovation. I bask in a saying, "Innovating in an operationally astonishing method," as a result of again and again, first rate ideas obtain gargantuan extremely quick, and if you aren't cautious about how you requisite to structure them, which you could create a gargantuan mess for your self. usual, my train has been to prefer heed to the environment that i am in, prefer the first rate from my past experiences, and add my special parts to pink Hat's lifestyle.

    high: What had been probably the most methods you used to aid your organization locate its focal point and prioritize? changed into it a question of greater strategic planning or enhanced articulation of the prioritization mechanism, or are there other strategies that you just used to Do this?

    Kelly: once I came in, i needed to do my precise interest in what makes this location tic commonplace, and that i wanted them to understand that i used to live going to dig into that to definitely bask in in intelligence it. once I begun with my team, I asked the essential query of, "What are they here to do?" while there were a wide selection of solutions to the question, there were principal matter matters within the solutions. The main matter matters I heard had been round collaboration, being open, and making bound that every person had a transparent understanding of how selections were made.

    We needed an working framework, so my crew and i sat down and drafted what they thought was a robust statement of purpose, a very pleasurable set of working ideas that supported that statement of goal, and a group of strategic areas of focal point. I determined that making this a good-down determination would now not live the most useful strategy, which is what many places will do. in its place, I decided to do it more of an open supply challenge. They did that, they opened it up for remark, they posted it internally, and they used their collaboration tools to refine what that observation was. There turned into a gargantuan volume of discussion and wonderful debates, and my best rule changed into that after sixty days, they bask in been going to unlock a minimally viable made from what it was. They did this with the dedication that as they grew, advanced, and worked as a group, that they might refine it for this reason.

    searching back, I dependence this become a pleasurable step with my crew, and it confirmed that I understood how decisions may live made at red Hat. furthermore, I crucial to parade that I liked the significance of everyone's voice being heard. They produced that, and that i am blissful to pretense that a couple of years in, it continues to live there. while we've tweaked it here and there, it has develop into their anchor aspect. when they released it to the company and i took it to the diverse features that i was attending, they always started with the glide asserting, "here's what we're here to do." Having that focus has given everybody readability, and since of that, they bask in been able to execute impulsively. essentially the most principal portion of any of this become making certain that I had every person's voice and that every person noticed themselves in that remark. to date, that has proven to live a stout move.

    high: How Do you remark differentiating the IT offshoot in an atmosphere the region there is so lots expertise skill past IT?

    Kelly: they are in a captivating time when it comes to IT’s role within companies, and portion of purple Hat's mission is to live the default preference for next-era IT. They built a strategy round that, which they summon "The condo" internally since it has a lot of pillars, and up on the suitable of the residence it says, "Be the default option for next-generation IT." When going in the course of the process that they developed with the team, they observed to ourselves, "If it's what we're aiming to be, then they should live the next-era of IT."

    achieving this includes taking keeping of what is in region today as well as having a watchful eye on what is coming in the future. The premiere approach they differentiate ourselves internally is with the aid of connecting to that and making an attempt to prevail people that they are the class of store that is vigilant of what you should definitely are trying to search when you travel to your customer. This entails asking the questions: Are you engaged in privilege here actions? How Do you examine this? How Do you organize round this aspect? How Do you develop your people? as a result of each person has an opinion, they are on distinctive phases of acceptance with distinctive folks, however I believe the customary view is that they are an effectual company.

    high: As you look two to a few years out, what are one of the technologies that in particular excite you?

    Kelly: For us, every thing is set open hybrid multi-cloud and the way IT groups will live in that world, which is an exceedingly diverse world from what we're confidential with. here is very accurate for a routine business as a result of when you are a digital native, it is probably going 2nd nature for you. For us, it reasons us to think in another way about every thing. while the want within IT to buy utility and configure it to live used will never travel away, there's additionally a requisite to extol these functions with customized purposes that requisite to continuously live developed.

    we're pile these custom purposes, and they are thinking about containers and microservices. The technical underpinning of a container is a Linux container, which is their bread and butter. they bask in the items and features that permit us to strengthen these applications in a means that will too live moveable amongst on-prem facts facilities and multi public clouds, which gives an incredible advantage. it's totally entertaining to watch the giant public cloud suppliers strive to distinguish themselves, as is their capacity to construct applications that may leverage any of what they Do neatly in an software that they own. we're putting a pretty pleasurable deal of focus on that to live certain that they are not most effectual taking the purposes they can buy off the shelf and deploy them to develop and pressure the enterprise, but that we're how they enhance purposes in a means that is correct to the way we're telling their customer. moreover, they want to enhance applications in a means that gives us the surest portability. in case you perceive a few years down the street when the general public cloud suppliers will nevertheless live competing and bringing in original products and services, they are looking to live able to nevertheless build applications and basically sit down on correct of that that allows you to port as they remark healthy.

    synthetic intelligence and computing device getting to know are exciting matter matters for us, each from a company software and a knowledge analytics viewpoint. as a result of we're a application business, we're at any times looking for ways to exhaust expertise to power more desirable operating efficiencies within the company in ways in which permit us to prefer mundane jobs off the desk.

    finally, they are focused on IT automation. we've an outstanding product known as Ansible, which we've deployed closely any through their IT firm to the region they can automate outstanding strategies, prefer unnecessary labor out, and anticipate concerns more constantly than they might bask in devoid of it.

    Peter high is President of Metis method, a business and IT advisory enterprise. His latest ebook is imposing World class IT method. he's additionally the creator of World category IT: Why companies succeed When IT Triumphs. Peter moderates the discussion board on World classification IT podcast collection. He speaks at conferences any over the world. comply with him on Twitter @PeterAHigh.




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    000-071 exam Dumps Source : xSeries Technical Principles

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    Test title : xSeries Technical Principles
    Vendor title : IBM
    : 270 existent Questions

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

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

    This chapter is from the engage 

    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 drudgery is done. The truth is, choosing and installing the DBMS is hardly the most difficult portion of a DBA’s job. Establishing a usable database environment requires a remarkable deal of skill, knowledge, and consideration. This chapter will contour 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 accelerate multiple DBMS products, from as few as two to as many as ten. For example, it is not uncommon for a large company to exhaust 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 any these DBMSs and why?

    Unfortunately, often the reply is that not much thought and planning went into the decision-making process. Sometimes the determination to purchase and install a original DBMS is driven by a business requisite or a original 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 original DBMS is often viewed as a requirement for a original application. Sometimes a original DBMS product is purchased and installed without first examining if the application could live successfully implemented using an existing DBMS. Or, more likely, the DBAs know the application can live implemented using an existing DBMS but requisite the organizational power or uphold to reject a original 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 accelerate on any of the current DBMS platforms. Sometimes the determination to buy a original DBMS is driven by the crave to uphold the latest and greatest technology. For example, many mainframe shops poignant 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 live difficult because of incompatibilities among the different DBMSs and the necessity of converting application code. Furthermore, when a original DBMS is installed, musty applications and databases are usually not migrated to it. The musty DBMS remains and must continue to live supported. This complicates the DBA’s job.

    So what should live done? Well, the DBA group should live empowered to do the DBMS decisions for the organization. No business unit should live 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 drudgery 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 live 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, select a default DBMS for the platform. dispirit aberration 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 bask in 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 select a DBMS based solely on its ability to uphold a specific feature.

    When choosing a DBMS, it is sane 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 travel wrong with DB2 or Oracle. Both are accepted and uphold just about any type of database. Another major player is Microsoft SQL Server, but only for Windows platforms. DB2 and Oracle accelerate on multiple platforms ranging from mainframe to UNIX, as well as Windows and even handheld devices. Choosing a DBMS other than these three should live 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 gargantuan three compass MySQL, Sybase, Teradata, and Informix. Table 2.2 lists these tier-2 DBMS vendors. any 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 gargantuan Three (IBM, Oracle, and Microsoft), so there is some risk in choosing a DBMS from tier 2 instead of tier 1. However, there may live solid reasons for deploying a tier-2 solution, such as the elevated 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 live viable options. If an kick DBMS is principal for a specific project, you might deem 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 enough functionality with minimal risk. A myriad of DBMS products are available, each with certain features that do 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. mention 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 requisite a strategy and a arrangement for selecting the preempt DBMS for your specific situation. When choosing a DBMS, live certain to deem each of these factors:

  • Operating system support. Does the DBMS uphold the operating systems in exhaust at your organization, including the versions that you are currently using and arrangement on using?
  • Type of organization. prefer into consideration the corporate philosophy when you select a DBMS. Some organizations are very conservative and enjoy to retain a taut rein on their environments; these organizations watch to gravitate toward traditional mainframe environments. Government operations, fiscal institutions, and insurance and health companies usually watch to live conservative. More-liberal organizations are often willing to deem alternative architectures. It is not uncommon for manufacturing companies, dot-coms, and universities to live less conservative. Finally, some companies just Do not dependence Windows as a mission-critical environment and prefer to exhaust 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 live 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 live useful as a broad indicator of database performance but should not live the only determinant when selecting a DBMS. Many of the TPC benchmarks are accelerate 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 betoken original and improved performance measurements for each of the major DBMS products, rendering the benchmark “winners” obsolete very quickly.
  • Scalability. Does the DBMS uphold 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 involve query and analysis tools, data warehousing uphold tools, database administration tools, backup and recovery tools, performance-monitoring tools, capacity-planning tools, database utilities, and uphold 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 achieve 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 determination uphold benchmark consisting of a suite of business-oriented ad hoc queries and concurrent data modifications
  • TPC-E, an updated OLTP workload (based on fiscal transaction processing)
  • Additional information and in-depth definitions of these benchmarks can live institute at the TPC Web site at www.tpc.org (see motif 2.1).

  • Technicians. Is there a enough supply of skilled database professionals for the DBMS? deem your needs in terms of DBAs, technical uphold 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 suffuse wildly varying prices for their technology. Total cost of ownership should live 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 original version? Some vendors bask in rapid release cycles, with original releases coming out every 12 to 18 months. This can live pleasurable 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 live difficult to support. A rapid release cycle will occasions conservative organizations either to upgrade more frequently than they would enjoy or to live with outdated DBMS software that is unlikely to bask in the identical plane of uphold 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? discourse with current users to elicit issues and concerns you may bask in overlooked. How is support? Does the vendor respond well to problems? Do things generally drudgery as advertised? Are there a lot of bug fixes that must live applied continuously? What is the quality of original releases? These questions can live answered only by the folks in the trenches.
  • When choosing a DBMS, live certain to prefer into account the complexity of the products. DBMS software is very intricate and is getting more intricate with each original release. Functionality that used to live supported only with add-on software or independent programs is increasingly being added as features of the DBMS, as shown in motif 2.2. You will requisite to arrangement for and uphold any 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 intuition to exhaust just about anything the vendor threw into it. It is better to arrangement and live prepared than to allow features to live used without a arrangement 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 preference or poorly implemented component of the overall architecture can occasions indigent 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 do the final architecture decision. business experts should involve representatives from various departments, as well as from accounting and legal for software shrink 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 live included in this team.

    Furthermore, live certain that the DBMS you select is preempt for the nature and type of processing you arrangement to implement. Four levels of DBMS architecture are available: enterprise, departmental, personal, and mobile.

    An enterprise DBMS is designed for scalability and elevated performance. An enterprise DBMS must live 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 any the “bells and whistles” available from the DBMS vendor. Multiprocessor support, uphold 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 little 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 live 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 too 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 select a personal DBMS for a departmental or enterprise solution. However, Do not live lured by the low cost. A personal DBMS product is suitable only for very small-scale projects and should never live 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 live ill suited for other uses. For example, a personal DBMS is not designed for multiple users, and an enterprise DBMS is generally too intricate for single users. live certain to understand the differences among enterprise, departmental, personal, and mobile DBMS software, and select the preempt DBMS for your specific data-processing needs. You may requisite to select multiple DBMS types—that is, a DBMS for each level—with usage determined by the needs of each progress project.

    If your organization requires DBMS solutions at different levels, favor the selection of a group of DBMS solutions from the identical 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 exhaust of multiple “independent” computing systems working together as a single, highly available system. A modern DBMS offers clustering uphold to enhance availability and scalability. The two predominant architectures for clustering are shared-disk and shared-nothing. These names Do a pleasurable job of describing the nature of the architecture—at least at a elevated level.

    Shared-nothing clustering is depicted in motif 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 live dynamically transferred to another system in the cluster. The main handicap of shared-nothing clustering is scalability. In theory, a shared-nothing multiprocessor can scale up to thousands of processors because they Do not tamper with one another—nothing is shared.

    In a shared-disk environment, any the connected systems partake the identical disk devices, as shown in motif 2.4. Each processor noiseless has its own private memory, but any the processors can directly address any 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 gargantuan volumes of work. remarkable benefits can live obtained with only a few clustered mainframes, while many PC and midrange processors would requisite to live 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 weighty 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 weighty read environment

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

    Data requisite not live partitioned

    Data is partitioned across the cluster

    The major DBMS vendors provide uphold 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 existent Application Clusters provide shared-disk clustering.

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

    DBMS Proliferation

    As a rule of thumb, create a policy (or at least some simple guidelines) that must live followed before a original DBMS can live brought into the organization. Failure to Do so can occasions a proliferation of different DBMS products that will live difficult to support. It can too occasions confusion regarding which DBMS to exhaust for which progress effort.

    As mentioned earlier, there is a plethora of DBMS vendors, each touting its benefits. As a DBA, you will live bombarded with marketing and sales efforts that attempt to convince you that you requisite another DBMS. Try to resist unless a very compelling intuition is given and a short-term recrudesce on investment (ROI) can live demonstrated. Even when confronted with cogent reasons and pleasurable ROI, live certain to double-check the arguments and ROI calculations. Sometimes the reasons specified are outdated and the ROI figures Do not prefer everything into account—such as the additional cost of administration.

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

    Hardware Issues

    When establishing a database environment for application development, selecting the DBMS is only portion of the equation. The hardware and operating system on which the DBMS will accelerate will greatly repercussion 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 gyrate will probably exceed a Dell server running Windows. That is not to suppose everything should accelerate on a mainframe; other issues such as cost, experience, manageability, and the needs of the applications to live developed must live considered. The bottom line is that you must live certain 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 little to medium-size businesses. A cloud implementation can live more cost-effective than pile 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 recrudesce 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 feasible to better collaboration among partners, offshoot offices, remote workers, and mobile devices, because the data becomes accessible as a service. There is no requisite 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 sample 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 uphold From Team Led by IBM, UPMC and Beacon Equity Partners | killexams.com existent questions and Pass4sure dumps

    SOURCE: IBM

    November 14, 2007 23:59 ET

    Real-Time Telemedicine Solution for Tristan da Cunha Brings plight 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 uphold from a high-technology team led by IBM (NYSE: IBM), Beacon Equity Partners and the University of Pittsburgh Medical heart (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 summon 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 depend upon minimal technology and limited medical support. Working from a hospital without so much as its own telephone to provide keeping for patients, he has often performed life-saving diagnoses and procedures without proper gear or specialized expertise. Lacking a communications system that could accept email attachments, aid 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 homage the recollection of a nigh friend, Thomas Wiese. It was implemented with the guidance and uphold of UPMC, as well as of Dr. Richard Bakalar, Chief Medical Officer for IBM, who too established the Navy's first integrated Telemedicine Office at the National Naval Medical heart in Bethesda, MD, prior to joining IBM. Dr. Bakalar is too 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 plane of medical keeping and gauge of living. The island's physician is now able to electronically capture and partake medical data and information, including X-Rays and EKGs as well as pulmonary duty evaluations and video camera examinations with physician consultants. Satellite communications will enable clinicians to provide real-time diagnostic recommendation and suggested treatments to the attending physician.

    "The ability to partake medical data quickly and easily will live a life saver for their residents," said Dr. Van der Merwe. "By joining forces, IBM, Beacon Equity Partners, Medweb and UPMC bask in not only created the capability to bring critical, patient-centric keeping to their remote island, but too to other removed 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 summon because of the limited means of getting to the island), fiscal 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 uphold services on an ongoing basis, including primary technical and aid desk services.

    -- University of Pittsburgh Medical Center: With its widely recognized suffer in telemedicine in the U.S. and abroad, UPMC volunteered to aid arrangement and implement Project Tristan. Additionally, UPMC offered clinical professional service to the island, including medical consultations on request; secure and trustworthy access to robust and comprehensive multimedia medical data on Tristan patients from the Medweb Telemedicine solution; and ongoing remote training to uphold 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 exhaust in more nations than any other.

    "Connecting the most remote inhabited spot on the pan of the earth, Tristan da Cunha, to advanced medical keeping in existent time and over the Internet is proof that the world is really flat. This is a gargantuan 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 feasible to monitor a patient's heart and remotely change the setting on a pacemaker or do a intricate fracture diagnoses over a satellite Internet connection -- even in an environment where the closest advanced keeping via a ship would otherwise bask in taken a week to compass the Island and another to recrudesce to the mainland for care."

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


    IBM Reports 2005 First-Quarter Results; Reflects Expensing of Equity Compensation | killexams.com existent questions and Pass4sure dumps

    ARMONK, N.Y.--(BUSINESS WIRE)--April 14, 2005--IBM today announced first- quarter 2005 diluted earnings per common partake of $.85 from continuing operations as reported, including the consequence of expensing share-based compensation, compared with diluted earnings on a similar basis of $.79 per partake in the first quarter of 2004, an expand of 8 percent. First- quarter income from continuing operations was $1.41 billion, including the adoption of expensing equity compensation, compared with $1.36 billion a year ago, an expand of 3 percent. Revenues from continuing operations for the first quarter were $22.9 billion, up 3 percent, compared with revenues of $22.2 billion for the first quarter of 2004.

    Earlier this month, IBM announced its goal to expense equity compensation in the first quarter. The adoption is based on the implementation guidance provided in the SEC's release of Staff Accounting Bulletin No. 107, and in accordance with the FASB's revised Statement of fiscal Accounting Standards (SFAS) No. 123(R), "Share- based Payments."

    Samuel J. Palmisano, IBM chairman and chief executive officer, said: "After a stout start, they had hardship closing transactions in the final weeks of the quarter, especially in countries with soft economic conditions, as well as with short-term Global Services signings. As a result, they did not achieve any of their goals for the quarter. Middleware software and midrange systems results were solid, and they grew significantly in business Performance Transformation Services and in the emerging markets of China, Brazil, India and Eastern Europe. They returned nearly $4 billion to investors in the quarter through partake repurchases and dividends. They are taking preempt measures to sharpen their execution, as they continue to implement their global growth strategies."

    First-quarter revenue growth of 3 percent (1 percent, adjusting for currency) was driven by growth in the Americas and Europe/Middle East/Africa. In the Americas, first-quarter revenues from continuing operations were $9.3 billion, up 2 percent (1 percent, adjusting for currency) from the 2004 period. Revenues from Europe/Middle East/Africa were $7.7 billion, an expand of 7 percent (2 percent, adjusting for currency). Asia-Pacific revenues grew 1 percent (down 2 percent, adjusting for currency) to $5.2 billion. OEM revenues increased 3 percent to $691 million compared with the first quarter of 2004.

    Revenues grew in four of IBM's five industry sectors in the first quarter led by the Distribution sector, as well as growth in sales to little and Medium Businesses.

    Revenues from Global Services, including maintenance, increased 6 percent (3 percent, adjusting for currency) to $11.7 billion in the first quarter. Global Services revenues, excluding maintenance, increased 7 percent (4 percent, adjusting for currency). IBM signed services contracts totaling $10.0 billion and ended the quarter with an estimated services backlog, including Strategic Outsourcing, business Consulting Services, Integrated Technology Services and Maintenance, of $110 billion.

    In addition to these signings and backlog figures there were about $200 million of Engineering and Technology Services signings to provide business Performance Transformation Services customers with design skill and technical capabilities.

    Hardware revenues from continuing operations were essentially flat (down 2 percent, adjusting for currency) to $6.7 billion in the first quarter versus the first quarter of 2004. Revenues from the Systems and Technology Group totaled $3.9 billion for the quarter, up 2 percent on eServer revenue increases. This includes a 12 percent expand in pSeries UNIX servers, which is expected to gain market partake in the first quarter, and an 8 percent expand in xSeries servers. Revenues from the zSeries mainframe product decreased 16 percent compared with the prior-year quarter. The total delivery of zSeries computing power as measured in MIPS (millions of instructions per second) decreased 11 percent. Revenues for the iSeries midrange servers increased 1 percent. Storage Systems and Technology OEM increased 5 percent and 2 percent, respectively. Revenues from Personal Systems Group decreased 3 percent to $2.7 billion. In the fourth-quarter 2004, IBM announced an agreement to sell the Personal Computing Division, a unit of the Personal Systems Group, which is expected to nigh in the second-quarter 2005.

    Revenues from Software were $3.6 billion, an expand of 2 percent (flat, adjusting for currency) compared with the first quarter of 2004. Revenues from IBM's middleware brands, which involve WebSphere, DB2, Rational, Tivoli and Lotus products, were $2.8 billion, up 3 percent versus the first quarter of 2004. Operating systems revenues decreased 2 percent to $590 million compared with the first quarter of 2004.

    Revenues for WebSphere family of software products, which facilitates customers' ability to manage a wide variety of business processes using open standards to interconnect applications, data and operating systems, increased 11 percent. Revenues for Information Management increased 5 percent including revenues for DB2 database software, which enables clients to leverage information on demand, increased 9 percent. Revenues from Tivoli software (infrastructure software that enables customers to centrally manage networks and storage) increased 15 percent, and revenues for Lotus software, which allows collaborating and messaging by customers in real-time communication and knowledge management, increased 11 percent. Revenues from Rational software (integrated progress tools) were flat compared with the first quarter of 2004.

    As a result, IBM expects to gain or hold market partake for the first quarter in the collaborative software, systems management and security software, Web services and data management categories.

    Global Financing revenues declined 12 percent (15 percent, adjusting for currency) in the first quarter to $580 million. Revenues from the Enterprise Investments/Other area, which includes industry- specific IT solutions such as product life-cycle management software, increased 15 percent (12 percent, adjusting for currency) to $332 million compared with the first quarter of 2004.

    The company's total vulgar profit margin from continuing operations was 36.0 percent in the 2005 first quarter, which includes the consequence of expensing equity compensation, compared with 35.6 percent in the first quarter of 2004 on a similar basis.

    In the first quarter of 2005, total expense and other income from continuing operations increased 5 percent to $6.2 billion and, coupled with the revenue expand of 3 percent, IBM's total expense-to-revenue ratio increased 0.5 points to 27.3 percent. For the quarter, the reporting periods reflect the adoption of expensing equity compensation as it relates to both selling, general and administrative (SG&A) expense and research, progress and engineering (RD&E) expense. SG&A expense increased 6 percent to $4.9 billion. RD&E expense increased 3 percent to $1.5 billion. Intellectual property and custom progress income increased to $219 million compared with $180 million a year ago. Other (income) and expense was $22 million of net expense in the first quarter of 2005 versus $13 million in the identical period terminal year.

    IBM's effectual tax rate from continuing operations in the first quarter 2005 was 30.0 percent, compared with 30.1 percent in the first quarter of 2004.

    Share repurchases totaled approximately $3.4 billion in the first quarter. The weighted-average number of diluted common shares outstanding in the first-quarter 2005 was 1.66 billion compared with 1.73 billion shares in the identical period of 2004. As of March 31, 2005, there were 1.61 billion basic common shares outstanding.

    IBM ended the first quarter of 2005 with $8.7 billion of cash on hand. The poise sheet remains strong, and the company is well positioned to prefer handicap of opportunities.

    Debt, including Global Financing, totaled $23.4 billion, compared with $22.9 billion at year-end 2004. From a management segment view, the non-global financing debt-to-capitalization ratio was 5.3 percent at the terminate of March 31, 2005, and Global Financing debt declined $413 million from year-end 2004 to a total of $21.9 billion, resulting in a debt-to-equity ratio of 6.7 to 1.

    Forward-Looking and Cautionary Statements

    Except for the historical information and discussions contained herein, statements contained in this release may constitute forward- looking statements within the signification of the Private Securities Litigation Reform Act of 1995. These statements involve a number of risks, uncertainties and other factors that could occasions actual results to disagree materially, as discussed in the company's filings with the U.S. Securities and Exchange Commission (SEC).

    Presentation of Information in this Press Release

    In an exertion to provide investors with additional information regarding the company's results as determined by generally accepted accounting principles (GAAP), the company has too disclosed in this press release the following non-GAAP information which management believes provides useful information to investors:

    - adjusting for currency

    The rationale for management's exhaust of non-GAAP measures is included as portion of the supplementary materials presented within the first- quarter earnings materials. These materials are available on the IBM investor relations Web site at www.ibm.com/investor and will live included in a subsequent filing of a profile 8-K with the SEC.

    Conference summon and Webcast

    IBM's regular quarterly earnings conference summon is scheduled to originate at 6:00 p.m. EDT, today. Investors may participate by viewing the Webcast at www.ibm.com/investor/1q05.

    Financial Results Attached

    INTERNATIONAL business MACHINES CORPORATION COMPARATIVE fiscal RESULTS (Unaudited; Dollars in millions except per partake amounts) Three Months Ended March 31 Percent 2005 2004* Change ------- ------- ------- REVENUE Global Services $11,696 $11,024 6.1% vulgar profit margin 24.3% 23.7% Hardware 6,749 6,735 0.2% vulgar profit margin 27.5% 26.5% Software 3,551 3,466 2.4% vulgar profit margin 86.4% 85.9% Global Financing 580 662 -12.5% vulgar profit margin 54.2% 60.5% Enterprise Investments/ Other 332 288 15.2% vulgar profit margin 52.5% 39.5% TOTAL REVENUE 22,908 22,175 3.3% GROSS PROFIT 8,254 7,892 4.6% vulgar profit margin 36.0% 35.6% EXPENSE AND OTHER INCOME S,G&A 4,933 4,658 5.9% Expense to revenue 21.5% 21.0% R,D&E 1,459 1,416 3.0% Expense to revenue 6.4% 6.4% Intellectual property and custom development income (219) (180) 21.9% Other (income) and expense 22 13 71.3% Interest expense 49 35 40.0% TOTAL EXPENSE AND OTHER INCOME 6,244 5,942 5.1% Expense to revenue 27.3% 26.8% INCOME FROM CONTINUING OPERATIONS BEFORE INCOME TAXES 2,010 1,950 3.1% Pre-tax margin 8.8% 8.8% Provision for income taxes 603 586 2.8% effectual tax rate 30.0% 30.1% INCOME FROM CONTINUING OPERATIONS $1,407 $1,364 3.2% Net margin 6.1% 6.1% DISCONTINUED OPERATIONS Loss from discontinued operations 5 1 NET INCOME $1,402 $1,363 2.9% ====== ====== EARNINGS/(LOSS)PER SHARE OF COMMON STOCK: ASSUMING DILUTION CONTINUING OPERATIONS $0.85 $0.79 7.6% DISCONTINUED OPERATIONS (0.00) (0.00) ------ ------ TOTAL $0.84** $0.79 6.3% ====== ====== BASIC CONTINUING OPERATIONS $0.86 $0.81 6.2% DISCONTINUED OPERATIONS (0.00) (0.00) ------ ------ TOTAL $0.86 $0.81 6.2% ====== ====== WEIGHTED-AVERAGE NUMBER OF COMMON SHARES OUTSTANDING (M's) ASSUMING DILUTION 1,660.6 1,727.4 BASIC 1,628.7 1,691.7 * Restated first-quarter 2004 fiscal results to involve the impact of share-based compensation expense. ** Does not total due to rounding. INTERNATIONAL business MACHINES CORPORATION CONSOLIDATED STATEMENT OF fiscal POSITION (Unaudited) At At (Dollars in millions) March 31, December 31, Percent 2005 2004* Change ----------- ----------- ------- ASSETS Cash, cash equivalents, and marketable securities $8,651 $10,570 -18.2% Receivables - net, inventories, prepaid expenses 32,692 36,573 -10.6% Plant, rental machines, and other property - net 14,708 15,175 -3.1% Investments and other assets 48,848 48,685 0.3% -------- -------- TOTAL ASSETS $104,899 $111,003 -5.5% ======== ======== LIABILITIES AND STOCKHOLDERS' EQUITY Short-term debt $6,329 $8,099 -21.9% Long-term debt 17,083 14,828 15.2% -------- -------- Total debt 23,412 22,927 2.1% Accounts payable, taxes, and accruals 27,493 31,687 -13.2% Other liabilities 24,074 24,701 -2.5% -------- -------- TOTAL LIABILITIES 74,979 79,315 -5.5% STOCKHOLDERS' EQUITY 29,920 31,688 -5.6% -------- -------- TOTAL LIABILITIES AND STOCKHOLDERS' EQUITY $104,899 $111,003 -5.5% ======== ======== * Restated 2004 fiscal position to involve the repercussion of share-based compensation expense. INTERNATIONAL business MACHINES CORPORATION SEGMENT DATA (Unaudited) FIRST QUARTER 2005 --------------------------------------------- Pre-tax Income (Loss) From (Dollars in millions) -------- Revenue --------- Continuing Pre-tax External Internal Total Operations Margin -------- -------- ------- ---------- ------- SEGMENTS Global Services $11,696 $745 $12,441 $942 7.6% % change 6.1% -2.2% 5.6% -4.9% Systems and Technology Group 3,869 235 4,104 109 2.7% % change 2.5% -0.4% 2.3% -35.9% Personal Systems Group 2,739 32 2,771 (17) -0.6% % change -3.1% 39.1% -2.7% -54.5% Software 3,551 461 4,012 893 22.3% % change 2.4% 15.0% 3.7% 4.6% Global Financing 579 449 1,028 396 38.5% % change -12.9% 60.4% 8.8% 5.9% Enterprise Investments 292 2 294 (32) -10.9% % change 6.2% 0.0% 6.1% 38.5% TOTAL SEGMENTS 22,726 1,924 24,650 2,291 9.3% % change 3.1% 12.9% 3.9% -1.5% Eliminations / Other 182 (1,924) (1,742) (281) TOTAL IBM $22,908 $0 $22,908 $2,010 8.8% % change 3.3% 3.3% 3.1% FIRST QUARTER 2004 ----------------------------------------------- Pre-tax Income (Loss) From (Dollars in millions) -------- Revenue --------- Continuing Pre-tax External Internal Total Operations Margin -------- -------- ------- ---------- ------- SEGMENTS Global Services $11,024 $762 $11,786 $991 8.4% Systems and Technology Group 3,776 236 4,012 170 4.2% Personal Systems Group 2,826 23 2,849 (11) -0.4% Software 3,466 401 3,867 854 22.1% Global Financing 665 280 945 374 39.6% Enterprise Investments 275 2 277 (52) -18.8% TOTAL SEGMENTS 22,032 1,704 23,736 2,326 9.8% Eliminations / Other 143 (1,704) (1,561) (376) TOTAL IBM* $22,175 $0 $22,175 $1,950 8.8% * Restated first-quarter 2004 fiscal results to involve the impact of share-based compensation expense.


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    Operations & Process Management: Principles & Practice for Strategic ImpactOperations & Process Management: Principles & Practice for Strategic Impact
    By Nigel Slack, Alistair Jones
    Publisher : Pearson (Feb 2018)
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    Urban EconomicsUrban Economics
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