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000-071 exam Dumps Source : xSeries Technical Principles

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IBM IBM xSeries Technical Principles

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IBM proclaims recent I.T. necessities policy | killexams.com true Questions and Pass4sure dumps

source: IBM

September 23, 2008 00:01 ET

To motivate superior Tech requirements high-quality and Transparency, and Promote Equal Participation of growth Markets in Globally integrated monetary system

ARMONK, the tremendous apple--(Marketwire - September 23, 2008) - IBM (NYSE: IBM) today introduced that, advantageous instantly, it is instituting a brand recent company policy that formalizes the company's habits when helping to create open technical specifications. Such necessities permit electronic gadgets and application classes to interoperate with one a further.

in the globally integrated economic climate, open technical standards are crucial to enabling the beginning of every slight thing from catastrophe relief services and health care, to enterprise capabilities and purchaser enjoyment. They allow governments to create economic construction platforms and deliver capabilities to their residents.

The tenets of IBM's recent coverage are to:

  • start or conclusion participation in specifications their bodies in line with the pleasant and openness of their processes, membership rules, and intellectual property guidelines.
  • motivate rising and developed economies to both undertake open international specifications and to purchase fragment in the advent of these standards.
  • increase governance rules inside requirements their bodies that ensure technology decisions, votes, and dispute resolutions are made relatively through independent participants, included from undue influence.
  • Collaborate with specifications their bodies and developer communities to exist confident that open utility interoperability standards are freely available and implementable.
  • aid drive the advent of clear, yardstick and constant intellectual property guidelines for necessities businesses, thereby enabling requisites builders and implementers to obtain informed technical and enterprise decisions.
  • IBM encouraged members of standards communities to adopt an identical principles, which might exist extra stringent than required by route of latest laws or policies. IBM's recent standards coverage promotes simplified and constant highbrow property practices, and emphasizes that rude stakeholders, together with the open source neighborhood and those in growth markets, may silent acquire equal footing as they purchase fragment within the necessities system.

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

  • review and purchase vital actions concerning its membership in requirements organizations.
  • in the regions and nations the position they finish company, embolden local participation within the creation and employ of requisites that decipher the issues and meet the requirements of rude affected stakeholders everywhere. they will recommend governance guidelines in standards bodies that motivate different participation.
  • Work for manner reform in requirements companies in order that proxies or surrogates can not exist used in requirements introduction and approval.
  • Collaborate with requisites groups and stakeholders to streamline and consolidate intellectual property licenses and guidelines, with a spotlight on enabling software purposes to become extra easily interoperable by the employ of open requisites.
  • IBM's concepts were inspired by the effects of an online dialog facilitated through IBM rude the route through the summer of 2008, wherein 70 unbiased, forward-thinking experts across the globe -- from academia, requisites-setting, law, executive, and public policy -- debated the question of whether typical surroundings their bodies acquire stored tempo with latest business, social, felony and political realities. Actionable suggestions to modernize their strategies acquire been provided rude the route through the six-week dialogue (http://www.research.ibm.com//info/standards_wikis.shtml), with a watch toward expanding specifications transparency, fairness, and great.

    an invitation-simplest peak is planned for November, beneath Yale university's auspices, so as to flesh out ideas from the on-line dialogue and start steps toward improving the requisites-surroundings environment.

    "common, open and consensus-primarily based technology necessities from respectable necessities bodies assist exist confident that every of us can effectively buy and interchangeably employ computing technology from dissimilar companies," spoke of Bob Sutor, IBM vice chairman of open source and requirements. "The methods wherein they're created and adopted provide cost-efficient assurances that disparate items will drudgery with one another, and physiognomy up to the examine of time."

    About IBM

    For extra tips about IBM, gladden search counsel from www.ibm.com


    Up within the clouds: the position subsequent for IBM inventory after pink Hat acquisition? | killexams.com true Questions and Pass4sure dumps

    massive Blue is donning a recent purple Hat, and one that makes a daring remark. The $34 billion acquisition of the open source know-how enterprise isn't only the greatest deal in IBM’s 107-year legacy but the biggest utility mergers and acquisitions (M&A) deal of rude time.

    on the coronary heart of the deal is cloud computing: when records is processed, managed and kept on powerful networks of faraway servers in position of on computer systems or on-site information centres. it is at the core of the digital transformation happening around the world and contains groups pitiable the starting to exist quantities of records and IT functions from their internal and purpose-constructed networks to shared computing programs. via doing this, businesses can outsource features of IT to those that specialize in more and more complex areas enjoy facts analysis and scale up digital operations quicker by leveraging the cloud company’s powerful computing energy and more affordable by means of avoiding the charge of setting up lofty priced inner hardware.

    read extra: IBM to revolutionise cloud with $34 billion purple Hat deal

    IBM has constructed a ambitious cloud computing unit that generated over $17 billion in revenue terminal 12 months however continues to exist third available in the market at the back of Amazon and Microsoft, each of which continue to dominate and heighten their duopoly. IBM’s success has achieve down to promoting the tremendous mainframes that organizations used to shop and technique their digital groups on-website alongside the IT pilot and software that comes along with it however it has struggled to obtain the stream to cloud computing and artificial intelligence in comparison to its peers. Its focal point has to date been on internet hosting ‘inner most’ clouds designed for particular person agencies however IBM has lagged behind when it comes to the ‘public’ clouds that are industries are pitiable to.

    study greater: What you should find out about Amazon’s Q3 consequences

    A much less-than-most efficient fee of adoption has been partly privilege down to the IBM’s distaste for giant acquisitions. IBM’s biggest-ever deal was over a decade ago when it bought Cognos for $5 billion, but that record has been smashed with the acquisition of purple Hat. The measurement and ambition of the deal is much more poignant considering that rivals are swiftly swallowing up each ingenious tech startups and greater businesses. prior this 12 months Microsoft bought open supply hosting business GitHub for $7.5 billion and Salesforce snapped up utility platform issuer Mulesoft for $6.5 billion.

    study extra: Microsoft’s earnings and earnings beat forecasts

    The combination of IBM and purple Hat, bringing collectively the potential of the historic with the innovation of the brand new, 'alterations every slight thing concerning the cloud market', according to the pair. however how does purple Hat work, why is IBM purchasing it and what does it suggest for the future of huge Blue and cloud computing?

    What does purple Hat finish and how does it obtain funds?

    pink Hat, founded in 1993, improves open source utility and combines it with vital add-ons to aid it drudgery for companies and patrons, equivalent to technical aid. Having at first establish success by launching its own edition of the Linux operating gadget – utility that manages the entire hardware resources enjoy windows XP or Mac OS X – it is now the biggest provider of open source software on the earth. people who want to access crimson Hat’s package of products pay subscription charges, which helped thrust income up by using a couple of-third over the remaining three years to $2.9 billion in 2017.

    what is open supply utility?

    Open supply utility can exist modified and more desirable by anybody. it's primarily based round opening up entry to the supply code that types the backbone of any application so others can build their personal purposes and makes employ of for it. although some open source software is barely purchasable to those inclined to pay a licence price, the massive majority is accessible for free of charge by route of with ease downloading it.

    Open supply has flung open the door to software applications and encouraged a more collaborative approach to development in comparison to proprietary application, which is owned by route of one company that allows others to employ the application however now not adjust it. Open source permits developers worldwide to enhance current utility and construct recent applications using the identical tools to obtain rude of them drudgery with one a different. here is a more low-cost manner and quicker strategy to better utility in comparison to containing construction in-apartment and keeping the supply code a carefully guarded secret.

    IBM may disturb collaboration in open source with red Hat buy

    IBM has been working with red Hat for two a long time and invested $1 billion in Linux again in 2001. The business isn't any stranger to open supply and adopted the Linux operating system for its servers and application, assisting thrust Linux into the market. but, whereas IBM’s contribution is well noted, some of the underlying ideas of open source utility and the understanding why businesses enjoy red Hat acquire thrived is the independence from the typical company IT behemoths in the back of the proprietary software that many now admiration to exist a backward manner to construction and one centred on greed.

    This abilities tradition affray has even been recognized by means of Ginni Rometty, IBM’s chief government who - after seven years in cost - has positioned the tremendous ante on tapping into red Hat’s open supply capabilities and neighborhood. Rometty has vowed to hold red Hat independent as a part fragment of the enterprise, stating IBM become 'going to retain this Switzerland'.

    The takeover could additionally irk its competitors which acquire partnered with purple Hat both as shoppers and in construction. Open source has gained over even the largest players and blurred the line between pal and foe available in the market. purple Hat, having rolled-out recent applied sciences in search of recent extend as its Linux enterprise matures (besides the fact that children IBM states its nevertheless the quickest-growing working device in the market), has developed a technology framework named OpenShift that's at the core of IBM’s future approach based mostly across the ‘hybrid cloud’. however OpenShift is avoid with the capitalize of structures owned through IBM’s rivals similar to Microsoft and Oracle.

    Collaboration is simply becoming amid the upward thrust of open supply and decentralised technologies enjoy blockchain, however some concern this could exchange because the tremendous indifferent avid gamers beginning to purchase control. it is practicable companies enjoy Microsoft could desist presenting the essential assist to OpenShift if it decides it not desires to assist expertise owned through one in every of its largest competitors. while joint development is rife in rude places the business and not likely to achieve to an cease some are worried the space will become extra competitive as smaller establishments are swallowed up by means of the common players, decreasing their willingness to collaborate with one one other. The equal goes for his or her willingness to obtain employ of the open source application whether it is owned with the aid of a competitor.

    examine more: Investing in blockchain technology

    whereas businesses enjoy red Hat - whose denomination is in response to the crimson hats worn by using liberators that challenge authority in society - acquire proven to exist advantageous intermediaries and faultfinding companions to the indifferent giants, the takeover of IBM and different deals this 12 months are seeing the open supply networks plunge into the arms of those they were created to defy.

    Why are IBM and purple Hat merging?

    In a nutshell: IBM is asking to employ pink Hat’s open source know-how to better its competitiveness within the cloud computing market after falling means behind market leaders Amazon and Microsoft, whereas red Hat could exist able to leverage IBM’s elements to scale up faster and entry huge Blue’s longstanding corporate customers.

    IBM is four instances larger when it comes to market cap and generates 27 instances extra profits and pretax profit than red Hat, however has struggled to develop both income and profitability. in the meantime, crimson Hat has been delivering double-digit boom in income throughout rude its major segments.




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    000-071 exam Dumps Source : xSeries Technical Principles

    Test Code : 000-071
    Test denomination : xSeries Technical Principles
    Vendor denomination : IBM
    : 270 true Questions

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

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

    This chapter is from the reserve 

    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 fragment of a DBA’s job. Establishing a usable database environment requires a powerful deal of skill, knowledge, and consideration. This chapter will profile 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 avoid multiple DBMS products, from as few as two to as many as ten. For example, it is not uncommon for a large company to employ 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 rude these DBMSs and why?

    Unfortunately, often the answer is that not much thought and planning went into the decision-making process. Sometimes the determination to purchase and install a recent DBMS is driven by a business exigency or a recent 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 recent DBMS is often viewed as a requirement for a recent application. Sometimes a recent DBMS product is purchased and installed without first examining if the application could exist successfully implemented using an existing DBMS. Or, more likely, the DBAs know the application can exist implemented using an existing DBMS but want the organizational power or champion to reject a recent DBMS proposal.

    There are other reasons for the being of multiple DBMS platforms in a lone organization. Perhaps the company purchased a commercial off-the-shelf application package that does not avoid on any of the current DBMS platforms. Sometimes the determination to buy a recent DBMS is driven by the want to champion the latest and greatest technology. For example, many mainframe shops pitiable 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 exist difficult because of incompatibilities among the different DBMSs and the necessity of converting application code. Furthermore, when a recent DBMS is installed, feeble applications and databases are usually not migrated to it. The feeble DBMS remains and must continue to exist supported. This complicates the DBA’s job.

    So what should exist done? Well, the DBA group should exist empowered to obtain the DBMS decisions for the organization. No business unit should exist allowed to purchase a DBMS without the authorization 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 exist 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, pick 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 acquire 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 pick a DBMS based solely on its aptitude to champion a specific feature.

    When choosing a DBMS, it is sensible 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 disappear wrong with DB2 or Oracle. Both are Popular and champion just about any kind of database. Another major player is Microsoft SQL Server, but only for Windows platforms. DB2 and Oracle avoid on multiple platforms ranging from mainframe to UNIX, as well as Windows and even handheld devices. Choosing a DBMS other than these three should exist 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 tremendous three achieve MySQL, Sybase, Teradata, and Informix. Table 2.2 lists these tier-2 DBMS vendors. rude of these offerings are property 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 tremendous Three (IBM, Oracle, and Microsoft), so there is some risk in choosing a DBMS from tier 2 instead of tier 1. However, there may exist solid reasons for deploying a tier-2 solution, such as the lofty 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, confident predefined needs, and niche roles. If your company is heavily into the open-source software movement, PostgreSQL, EnterpriseDB, or MySQL might exist viable options. If an demur DBMS is considerable for a specific project, you might reckon 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 confident features that obtain them worthy of consideration on a case-by-case basis. Choosing any of the lower-tier candidates—even such major names as Software AG’s Adabas and Actian’s Ingres—involves incurring additional risk. refer to Appendix B for a list of DBMS vendors.

    I finish not want it to sound as if the selection of a DBMS is a no-brainer. You will exigency a strategy and a draw for selecting the arrogate DBMS for your specific situation. When choosing a DBMS, exist confident to reckon each of these factors:

  • Operating system support. Does the DBMS champion the operating systems in employ at your organization, including the versions that you are currently using and draw on using?
  • Type of organization. purchase into consideration the corporate philosophy when you pick a DBMS. Some organizations are very conservative and enjoy to hold a tight rein on their environments; these organizations mind to gravitate toward traditional mainframe environments. Government operations, monetary institutions, and insurance and health companies usually mind to exist conservative. More-liberal organizations are often willing to reckon alternative architectures. It is not uncommon for manufacturing companies, dot-coms, and universities to exist less conservative. Finally, some companies just finish not trust Windows as a mission-critical environment and prefer to employ 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 exist 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 exist useful as a broad indicator of database performance but should not exist the only determinant when selecting a DBMS. Many of the TPC benchmarks are avoid 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 attest recent and improved performance measurements for each of the major DBMS products, rendering the benchmark “winners” obsolete very quickly.
  • Scalability. Does the DBMS champion 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 authenticate the DBMS vendor’s scalability claims?
  • Availability of supporting software tools. Are the supporting tools you require available for the DBMS? These items may include query and analysis tools, data warehousing champion tools, database administration tools, backup and recovery tools, performance-monitoring tools, capacity-planning tools, database utilities, and champion for various programming languages.
  • The Transaction Processing Performance Council is an independent, not-for-profit organization that manages and administers performance benchmark tests. Its mission is to define transaction processing and database benchmarks to provide the industry with objective, verifiable performance data. TPC benchmarks measure and evaluate computer functions and operations.

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

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

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

  • Technicians. Is there a enough supply of skilled database professionals for the DBMS? reckon your needs in terms of DBAs, technical champion personnel (system programmers and administrators, operations analysts, etc.), and application programmers.
  • Cost of ownership. What is the total cost of ownership of the DBMS? DBMS vendors charge wildly varying prices for their technology. Total cost of ownership should exist 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 recent version? Some vendors acquire rapid release cycles, with recent releases coming out every 12 to 18 months. This can exist well-behaved 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 exist difficult to support. A rapid release cycle will understanding conservative organizations either to upgrade more frequently than they would enjoy or to live with outdated DBMS software that is unlikely to acquire the same level of champion 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? talk with current users to elicit issues and concerns you may acquire overlooked. How is support? Does the vendor respond well to problems? finish things generally drudgery as advertised? Are there a lot of bug fixes that must exist applied continuously? What is the property of recent releases? These questions can exist answered only by the folks in the trenches.
  • When choosing a DBMS, exist confident to purchase into account the complexity of the products. DBMS software is very complex and is getting more complex with each recent release. Functionality that used to exist supported only with add-on software or independent programs is increasingly being added as features of the DBMS, as shown in pattern 2.2. You will exigency to draw for and champion rude the features of the DBMS. Even if there is no current requirement for confident features, once you implement the DBMS the programmers and developers will find a understanding to employ just about anything the vendor threw into it. It is better to draw and exist prepared than to allow features to exist used without a draw 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 faultfinding to the success of the database applications. One wrong choice or poorly implemented component of the overall architecture can understanding 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 lone person or group, should obtain the final architecture decision. business experts should include representatives from various departments, as well as from accounting and legal for software constrict 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 exist included in this team.

    Furthermore, exist confident that the DBMS you select is arrogate for the nature and kind of processing you draw to implement. Four levels of DBMS architecture are available: enterprise, departmental, personal, and mobile.

    An enterprise DBMS is designed for scalability and lofty performance. An enterprise DBMS must exist 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 rude the “bells and whistles” available from the DBMS vendor. Multiprocessor support, champion 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 tiny 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 exist 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 lone 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 moreover 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 pick a personal DBMS for a departmental or enterprise solution. However, finish not exist lured by the low cost. A personal DBMS product is suitable only for very small-scale projects and should never exist 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 kind of processing may exist ill suited for other uses. For example, a personal DBMS is not designed for multiple users, and an enterprise DBMS is generally too complex for lone users. exist confident to understand the differences among enterprise, departmental, personal, and mobile DBMS software, and pick the arrogate DBMS for your specific data-processing needs. You may exigency to pick multiple DBMS types—that is, a DBMS for each level—with usage determined by the needs of each development project.

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

    DBMS Clustering

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

    Shared-nothing clustering is depicted in pattern 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 exist dynamically transferred to another system in the cluster. The main odds of shared-nothing clustering is scalability. In theory, a shared-nothing multiprocessor can scale up to thousands of processors because they finish not interfere with one another—nothing is shared.

    In a shared-disk environment, rude the connected systems share the same disk devices, as shown in pattern 2.4. Each processor silent has its own private memory, but rude the processors can directly address rude 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 tremendous volumes of work. powerful benefits can exist obtained with only a few clustered mainframes, while many PC and midrange processors would exigency to exist 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 hefty 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 hefty read environment

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

    Data exigency not exist partitioned

    Data is partitioned across the cluster

    The major DBMS vendors provide champion 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 true 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 capitalize an enterprise to achieve five-nines (99.999 percent) availability. Additionally, clustering can exist used for load balancing and failover.

    DBMS Proliferation

    As a rule of thumb, create a policy (or at least some simple guidelines) that must exist followed before a recent DBMS can exist brought into the organization. Failure to finish so can understanding a proliferation of different DBMS products that will exist difficult to support. It can moreover understanding confusion regarding which DBMS to employ for which development effort.

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

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

    Hardware Issues

    When establishing a database environment for application development, selecting the DBMS is only fragment of the equation. The hardware and operating system on which the DBMS will avoid will greatly impact the reliability, availability, and scalability (RAS) of the database environment. For example, a mainframe platform such as an IBM zEC12 running z/OS will probably provide higher RAS than a midrange IBM xSeries machine running AIX, which in spin will probably exceed a Dell server running Windows. That is not to verbalize everything should avoid on a mainframe; other issues such as cost, experience, manageability, and the needs of the applications to exist developed must exist considered. The bottom line is that you must exist confident 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 tiny to medium-size businesses. A cloud implementation can exist more cost-effective than structure 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 recur 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 practicable to better collaboration among partners, branch offices, remote workers, and mobile devices, because the data becomes accessible as a service. There is no exigency 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 champion From Team Led by IBM, UPMC and Beacon Equity Partners | killexams.com true questions and Pass4sure dumps

    SOURCE: IBM

    November 14, 2007 23:59 ET

    Real-Time Telemedicine Solution for Tristan da Cunha Brings vow 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 champion 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 convoke 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 reckon upon minimal technology and limited medical support. Working from a hospital without so much as its own telephone to provide supervision 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, capitalize 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 route to deference the recollection of a proximate friend, Thomas Wiese. It was implemented with the guidance and champion of UPMC, as well as of Dr. Richard Bakalar, Chief Medical Officer for IBM, who moreover established the Navy's first integrated Telemedicine Office at the National Naval Medical heart in Bethesda, MD, prior to joining IBM. Dr. Bakalar is moreover President of the American Telemedicine Association.

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

    "The aptitude to share medical data quickly and easily will exist a life saver for their residents," said Dr. Van der Merwe. "By joining forces, IBM, Beacon Equity Partners, Medweb and UPMC acquire not only created the capability to bring critical, patient-centric supervision to their remote island, but moreover 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 convoke because of the limited means of getting to the island), monetary 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 champion services on an ongoing basis, including primary technical and capitalize desk services.

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

    "Connecting the most remote inhabited spot on the physiognomy of the earth, Tristan da Cunha, to advanced medical supervision in true time and over the Internet is proof that the world is really flat. This is a tremendous 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 practicable to monitor a patient's heart and remotely change the setting on a pacemaker or obtain a complex fracture diagnoses over a satellite Internet connection -- even in an environment where the closest advanced supervision via a ship would otherwise acquire taken a week to achieve the Island and another to recur 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 share a vision of the project's potential impact around the world. "Thomas had tremendous 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 true questions and Pass4sure dumps

    ARMONK, N.Y.--(BUSINESS WIRE)--April 14, 2005--IBM today announced first- quarter 2005 diluted earnings per common share of $.85 from continuing operations as reported, including the outcome of expensing share-based compensation, compared with diluted earnings on a similar basis of $.79 per share in the first quarter of 2004, an extend 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 extend 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 purpose 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 monetary Accounting Standards (SFAS) No. 123(R), "Share- based Payments."

    Samuel J. Palmisano, IBM chairman and chief executive officer, said: "After a tough start, they had rigor 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 rude 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 share repurchases and dividends. They are taking arrogate 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 extend 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 tiny 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 extend in pSeries UNIX servers, which is expected to gain market share in the first quarter, and an 8 percent extend 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 proximate in the second-quarter 2005.

    Revenues from Software were $3.6 billion, an extend of 2 percent (flat, adjusting for currency) compared with the first quarter of 2004. Revenues from IBM's middleware brands, which include 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' aptitude 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 learning management, increased 11 percent. Revenues from Rational software (integrated development tools) were flat compared with the first quarter of 2004.

    As a result, IBM expects to gain or hold market share 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 rude profit margin from continuing operations was 36.0 percent in the 2005 first quarter, which includes the outcome 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 extend 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, generic and administrative (SG&A) expense and research, development 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 development 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 same age terminal year.

    IBM's efficient 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 same age 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 balance sheet remains strong, and the company is well positioned to purchase odds 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 cease 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 meaning of the Private Securities Litigation Reform Act of 1995. These statements involve a number of risks, uncertainties and other factors that could understanding actual results to vary 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 effort to provide investors with additional information regarding the company's results as determined by generally accepted accounting principles (GAAP), the company has moreover 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 employ of non-GAAP measures is included as fragment 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 exist included in a subsequent filing of a shape 8-K with the SEC.

    Conference convoke and Webcast

    IBM's regular quarterly earnings conference convoke is scheduled to launch 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 monetary RESULTS (Unaudited; Dollars in millions except per share amounts) Three Months Ended March 31 Percent 2005 2004* Change ------- ------- ------- REVENUE Global Services $11,696 $11,024 6.1% rude profit margin 24.3% 23.7% Hardware 6,749 6,735 0.2% rude profit margin 27.5% 26.5% Software 3,551 3,466 2.4% rude profit margin 86.4% 85.9% Global Financing 580 662 -12.5% rude profit margin 54.2% 60.5% Enterprise Investments/ Other 332 288 15.2% rude profit margin 52.5% 39.5% TOTAL REVENUE 22,908 22,175 3.3% GROSS PROFIT 8,254 7,892 4.6% rude 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% efficient 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 monetary results to include the impact of share-based compensation expense. ** Does not total due to rounding. INTERNATIONAL business MACHINES CORPORATION CONSOLIDATED STATEMENT OF monetary 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 monetary position to include the impact 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 monetary results to include the impact of share-based compensation expense.


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    000-071000-071
    By Peter Cardon
    Publisher : McGraw-Hill (Feb 2017)
    ISBN10 : 1260147150
    ISBN13 : 9781260147155
    Our ISBN10 : 1259921883
    Our ISBN13 : 9781259921889
    Subject : Business & Economics, Communication & Media
    Price : $64.00
    Result Page : 1 2 3 4 5