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A2010-574 exam Dumps Source : Assess- IBM Tivoli business Service Manager V6.1 Implementation

Test Code : A2010-574
Test denomination : Assess- IBM Tivoli business Service Manager V6.1 Implementation
Vendor denomination : IBM
: 129 actual Questions

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IBM Assess- IBM Tivoli Business

Is Nagios The future of Monitoring For IBM i? | killexams.com actual Questions and Pass4sure dumps

November 12, 2018 Alex Woodie

For many years, expertise gurus grew to become to established frameworks from IBM Tivoli, CA, Hewlett Packard, and BMC (“The huge four”) to display screen their hardware and utility stacks. but the open supply world has caught up with these closed monitoring environments, and a mission dubbed Nagios is poised to exist the go-to platform for IT monitoring, including on IBM i.

Nagios, in case you aren't commonplace, is a free and open source application product that provides monitoring and alerting for servers, community apparatus, purposes, and the array of features that companies more and more depend on. The software –backed by pass of the necessary recursive acronym “Nagios Ain’t Gonna Insist On Sainthood” – became initially developed through Ethan Galstad again in 2002 to avoid and computer screen Linux programs, which became just nascence to bear headway in commercial enterprise facts centers.

over the years, the C-based software has been extended to assist an array of object forms, including host substances enjoy processor load, disk and RAM utilization, and system logs for a majority of touchstone operating programs, including IBM i. The lively Nagios group has created a colossal gain of Nagios brokers that maintain prolonged the framework to an estimated 5,000 contraptions.

Nagios is an open source device that allows for directors to display screen their IT rig and applications.

On the network side of issues, Nagios Core (because the open source product is normal) monitors routers, switches, and different equipment, and supports SMTP, POP3, FTP, and SNMP protocols, among others. complete far off monitoring will likewise exist encrypted, and it additionally presents a plug-in that lets clients create their own displays in quite a lot of languages.

facts gathered by means of energetic and passive Nagios plug-ins is routed into the Nagios server, the set the statistics is sorted and alerts are despatched out. users can devour alerts in a lot of methods, together with via an internet browser, via SMS pagers, and thru e mail. With a simple gawk at the Nagios dashboard on a cell, a methods admins can notice if well-known servers, method, and functions are alive or lifeless.

The Nagios Core server application likewise can work with a “circular-robin database” (RRD) to simplify the storage and querying of time-sequence data. With RRD, admins can dive deeper into Nagios facts and esteem graphs to notice performance tendencies. And with a tiny setup forward of time, Nagios will likewise exist configured to immediately respond to movements as they whirl up, or boost alerts to other people.

corporations that want greater than what Nagios Core has to offer can find it from Nagios enterprises, the industrial outfit at the back of the open supply venture. The St. Paul, Minnesota-based business, which employs Galstad, extends Nagios Core with a pair of choices, including Nagio XI, which facets a extra extensible entrance-conclusion and a MySQL-based mostly back-conclusion. Nagios XI additionally brings a much better user undergo with more powerful graphs and improved dashboards.

IBM i consumers can exhaust Nagios to display screen 15 metrics with the Nagios Plug-Ins for IBM i beta.

regrettably, Nagios enterprises doesn’t aid IBM i. but which you can find a Nagios distribution for IBM i from a bit outfit referred to as international enterprise Machines. In 2017, huge Blue shipped a beta version of an IBM i plug-in designed to feed data from the IBM i sever into the open supply Nagios Core product or Nagios XI.

in response to a developerWorks web page, the IBM i Nagios plug-in collects 15 divorce statistics points from IBM i servers, including things enjoy CPU and disk utilization, ASP utilization, variety of dynamic jobs, and lengthy-working SQL jobs, amongst others. Some of these features are supported by means of SNMP, while others require the open source JTOpen Java toolbox to exist installed.

The Nagios server itself doesn’t avoid on IBM i – at the least now not yet. With the Nagios on IBM i plug-in, IBM provides clients with directions on a pass to installation Nagios Core or Nagios XI on a Linux server. Technically, there may silent exist nothing stopping from a consumer installing Nagios in a Linux LPAR on the vim methods server – and even for IBM to port the software to the IBM i OS by the exhaust of PASE – but that has now not came about yet.

IBM makes the case for IBM i shops to bear exhaust of Nagios in a PDF presentation on Nagios created by pass of IBM i enterprise architect Tim Rowe and Wang Yun, who developed the Nagios for IBM i plug-in. whereas Navigator for i offers suitable coverage of IBM i-centric queues and metrics, that product doesn’t provide valued clientele with any visibility of what’s taking set outside the IBM i device.

clients who purchase Nagios XI can computer screen IBM i metrics graphically.

Nagios, even so, provides administrators and operators with a single centralized view of complete IT assets, Rowe and Yun write. in addition to the core IBM i metrics that at the minute are purchasable by pass of the Nagios plug-in, IBM i clients can find style and ancient records, as smartly as the flexibility to configure metrics to their liking, no longer to point out the capacity to create their personal customized plug-ins.

IBM isn’t the best enterprise doing Nagios work on IBM i. a few years in the past, ShapPin Cheng launched a GitHub job called check_as400 that moved statistics from IBM i server logs into Nagios. seeing that the extensibility and openness of Nagios, it wouldn’t exist remarkable to gawk unbiased software providers within the IBM i group undertake the know-how for their personal methods monitoring offerings.

For now, IBM offers the Nagios plug-in as a beta. Don’t exist surprised to gawk it develop into a completely supported offering within the months to return, chiefly considering the treasure affair that IBM has with open source application at the moment.

linked reports

IBM i efficiency secrets printed

What’s Cooking With IBM i On GitHub?

ASCI Job Scheduler receives Hooks for Nagios


IBM enterprise partners mull benefits, dangers of pink Hat buyout | killexams.com actual Questions and Pass4sure dumps

IBM enterprise companions maintain begun recalibrating ideas within the wake of the seller's announcement that it could purchase open supply application supplier crimson Hat.

IBM, which plans to purchase purple Hat for $34 billion, sparked a wildfire of questions this week concerning the destiny of crimson Hat's roadmap and commitment to open supply culture below massive Blue. while IBM pointed out that red Hat would office independently within its hybrid cloud company unit, and preserve its multi-cloud alliances with suppliers such as AWS, Microsoft and Google, overlaps in the companies' portfolios and the nuances around integrating the agencies maintain yet to exist fleshed out. despite the uncertainties, IBM company partners printed they're positive and cherish the main augment the buyout would provide massive Blue in the hybrid cloud market.

"IBM did some analysis, and they faith 80% of ... the commercial enterprise workloads maintain not moved to any classification of cloud platform for many motives," talked about Charles Fullwood, senior director of application earnings engineering at constrain 3, an retort issuer and IBM and purple Hat associate based mostly in Crofton, Md. "IBM additionally believes that the hybrid cloud market is a few $1 trillion market by means of the year 2020" and the Linux working gadget "is the preponderant platform across the complete cloud industry."

Todd matters, co-founder and chief architect of RackWare, a cloud migration platform company primarily based in Fremont, Calif., agreed. "IBM's augment has stalled in fresh years, but this acquisition might assist leap-birth the enterprise's growth with the aid of giving IBM a piece of the burgeoning hybrid cloud market, pushed by agencies which are switching to multi-cloud and hybrid cloud concepts," he referred to in an electronic mail.

develop opportunities for IBM business companions

Fullwood observed the IBM-crimson Hat combo gifts a "colossal probability" in the federal space, which constrain 3 goals, and past.

"The enchantment of crimson Hat is very huge," he observed. He added that the acquisition would capitalize constrain 3's federal cloud migration offering, dubbed 'Bridge to the Cloud,' due partly to client pastime within the OpenShift container utility platform, he referred to.

Tim Beerman, CTO of Ensono, a hybrid IT provider and IBM and red Hat confederate headquartered in Downers Grove, ill., talked about he expects IBM will bear gigantic investment to pace up crimson Hat's research and pile and technology roadmaps.

"we now maintain colossal relationships with each [vendors] throughout the total hybrid IT spectrum. I reflect where IBM takes the crimson Hat capabilities and brings a few of those capabilities into other IBM services, that may exist entertaining," Beerman said. "i'm in reality interested to peer the investment IBM goes to most likely pour into crimson Hat to circulate IBM's hybrid fable faster however additionally to circulation crimson Hat's capabilities further along instantly, too, as a pass to leverage those."

keeping red Hat's independence

If the crimson Hat acquisition is completed, IBM company companions acknowledged the haphazard of IBM compromising purple Hat's open source ethos.

I conclude not notice primary haphazard for IBM apart from making inescapable that they conclude not avoid what purple Hat has brought to them. Tim BeermanCTO, Ensono

Fullwood mentioned he would not anticipate IBM to obtrude with pink Hat's culture or approach. Citing outdated acquisitions of Lotus, Rational and Tivoli, Fullwood famed that while the vendor typically integrates acquisitions into "the IBM desktop," assimilating pink Hat enjoy previous buyouts would "be a colossal culture shock to pink Hat employees" and could create problems.

"If both businesses collaborate ... and engage a gawk at to work collectively, it may likewise exist a very potent acquisition," he mentioned.

Beerman, meanwhile, pointed out he equates the buyout to EMC's acquisition of VMware. "it is enjoy a suitable acquisition, but VMware silent had its own independence. They silent had lots of their partnerships [with EMC's competitors]." He said he predicts IBM to engage a similar strategy: integrate very seamlessly with purple Hat's products, while retaining the enterprise's seller-agnostic strategy to the market.

"I don't notice well-known possibility for IBM apart from guaranteeing that they conclude not avert what crimson Hat has delivered to them," Beerman talked about.


IBM Buys lawful estate And amenities administration utility enterprise Tririga | killexams.com actual Questions and Pass4sure dumps

IBM is making its first buy of 2011 today with acquisition of actual estate management software developer Tririga. monetary phrases of the deal, which is expected to proximate within the second quarter of 2011, maintain been no longer disclosed.

Tririga’s utility helps consumers bear strategic planning decisions concerning space utilization, evaluate option actual estate initiatives, generate greater returns from capital tasks, and check environmental influence investments. IBM says that property and lawful estate usually represents the second-largest expense on an organization’s salary commentary, after worker compensation. Tririga’s application helps corporations streamlines and reduce these costs.

Tririga’s software is used with the aid of greater than 200 shoppers, together with over one-third of Fortune a hundred firms in addition to seven of the 15 federal govt departments of the U.S. govt.Tririga will exist built-in into IBM Tivoli software and IBM world enterprise functions.

In 2010, IBM spent roughly $6 billion to acquire 17 companies, so it'll exist entertaining to peer what acquisition’s are up great Blue’s sleeve in 2011.




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A2010-574 exam Dumps Source : Assess- IBM Tivoli business Service Manager V6.1 Implementation

Test Code : A2010-574
Test denomination : Assess- IBM Tivoli business Service Manager V6.1 Implementation
Vendor denomination : IBM
: 129 actual Questions

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IBM Spends $400 Million on SAN Intiative | killexams.com actual questions and Pass4sure dumps

News

IBM Spends $400 Million on SAN Intiative
  • By Scott Bekker
  • 03/28/2000
  • IBM Corp. today announced a $400 million initiative to offer products, services and global and regional testing facilities to the storage locality network (SAN) market.

    Big Blue claims these solutions and services will attend customers manage information and transactions efficiently across increasingly complex, multi-vendor networks.

    "IBM's SAN initiative is about leveraging every division of the company to deliver on the promise of SANs for their customers -- interoperability between vendor systems and lawful data sharing," said Linda Sanford, common manager, IBM Storage Subsystems Division in a statement.

    As piece of the initiative, IBM (www.ibm.com) is establishing more than 50 SAN Solution Centers with its business partners, SAN testing facilities in Montpellier, France as well as in Makuhari, Japan, and a SAN and Storage Services consulting drill within IBM Global Services.

    IBM Global Services is delivering fresh services to attend customers implement SANs and other storage solutions. These involve Enterprise Storage Assessment, Planning and Design Services, Implementation Services, and advocate Services

    IBM will likewise offer products as a result of the initiative, including fresh models of the Shark Enterprise Storage Server, and fresh fibre channel-based SAN solutions.

    The fresh models of its Shark Enterprise Storage Server feature IBM’s 64-bit RISC processor, 16 gigabytes of cache, and additional PCI buses, resulting in up to a 100 percent augment in throughput. Existing Shark customers can upgrade to the fresh processor to gain performance advantages. The enhanced Shark software will advocate advanced copy services and indigenous fibre channel connectivity as those features become available.

    IBM is likewise announcing fresh enhanced, industry-standard, fibre channel-based routers, gateways, switches and managed hubs that enhance SAN connectivity in an enterprise. In addition, IBM Magstar tape products can now connect in a SAN using the IBM SAN Data Gateway, allowing them to advocate the sharing of tape drives within a SAN.

    On April 4, IBM’s Tivoli Systems Inc. (www.tivoli.com) will announce Tivoli LAN-free SAN management software, enabling information to exist shared across different application programs, servers and storage devices.

    IBM likewise introduced a SAN solution using a cluster of two Netfinity servers with fibre channel connections and Legato Systems Inc. (www.legato.com) mirroring extension software. The cluster can exist separated by as much as 10 kilometers (6.2 miles). IBM's SAN Fibre Channel Managed Hub creates high-speed interconnections for such applications as high-availability clustering, storage consolidation, and LAN-free backup.

    Industry analysts assay that by 2002, SANs will exist used by 70 percent of complete medium and great companies. – Thomas Sullivan

    About the Author

    Scott Bekker is editor in chief of Redmond Channel confederate magazine.


    Improving IT Charging Based on Services | killexams.com actual questions and Pass4sure dumps

    This chapter is from the reserve 

    IT charging is the process of billing for IT services rendered to internal or external customers. The charging process uses two key sets of information: 1) rates based on accounting information, forecasts of current and future customer demand, and other relevant information; and 2) usage information based on actual measures and estimates. Together, this information is used to create a price, or assessment, for a given service, as shown in pattern 4-5.

    Figure 4-5

    Figure 4-5 Charging process develops rates, captures utilization, and results in a expense or assessment.

    Determining Cost center Charging Methods

    As organizations ripen from a reactive IT organization to an IT cost center, they develop a standardized suffuse or assessment framework using a chargeback (or IT costing) model to define available costs associated with its services. Through the progress and population of a chargeback or IT costing model, you will determine your service rates. There are many different definitions of chargeback models, but they combine IT accounting data to determine a service's cost with usage data from capacity management and other processes to develop a price. In an article on CIO.com, titled "Chargeback Demonstrates IT Value in the Enterprise," stamp J. Denne discusses a number of approaches to developing chargeback methods.10 They involve subscription, peak level usage, user-based pricing, and ticket-based pricing.

    Regardless of the pricing pass you choose, cost centers, by definition, suffuse an commandeer level of fees for IT products and services to exactly equal the costs incurred by the IT organization to provide these IT products and services, which is considered "break even" from a pecuniary perspective.

    To attend you develop your rate and a means for capturing utilization information, they maintain summarized a common pass for developing a chargeback model. This pass includes developing a chargeback model to determine the rate; populating the chargeback model with a coalesce of assumptions, averages, and actual costs; and determining utilization, or quantity of services. Developing measures of utilization is a key link to the claim management process.

    Develop Chargeback Model to Determine Rate for Each Service

    The cost center uses the chargeback rate and utilization pass to develop a pricing or assessment pass to recover these costs through a suffuse or assessment. To determine your service (or chargeback) rate, you should start by creating a chargeback template to determine your cost and populate the chargeback template with expense information. This will attend you determine the cost of your specific service. Then, based on your pricing decisions and faculty to determine service utilization, you can determine the rates you will suffuse for a given service.

    To determine your chargeback rate, you first necessity to know your cost. They recommend that you develop a template for collecting information by service that allows you to provide a top-level summary sheet, while likewise providing significant detail on specific areas in the services inputs and buildup worksheet.

    The top-level summary sheet can then exist used as a common language between the business unit and IT unit regarding the cost of a specific service. Table 4-6 shows a simple framework to develop the top-level summary sheet. The top-level summary worksheet highlights the unloaded chargeback rate, applicable overhead rates, and published chargeback rate for your services. The unloaded chargeback rate, likewise often referred to as complete direct costs, is the cost without any overhead applied.

    Table 4-6. Top-Level Summary Sheet

    Published Service

    Unloaded Chargeback Rate

    Administrative Overhead Rate

    Published Rate (Rounded)

    Hosting

    $16,428

    5%

    $17,250

    Batch processing

    $2,857

    5%

    $3,000

    Collaboration service

    $3,809

    5%

    $4,000

    This top-level summary sheet is useful to both the IT organization and the business group because it:

  • Is simple to understand
  • Demonstrates transparency of overhead costs, which can exist a contentious issue between business units and IT organizations
  • Provides detail to executives who might exist reviewing their rates and budget
  • Next, the organization should develop a summary of key costs for each service, such as the service inputs and buildup worksheet in Table 4-7. These costs involve hardware, software staff costs, and other cost types. If an organization has created cost types within its IT accounting practices, these costs should match these types within this sheet. This sheet is captious for transparency of IT costs and establishes a common understanding with the business unit. The business unit and the IT department can review the various inputs to a service to determine whether they are necessary.

    Table 4-7. Services Inputs and Buildup Worksheet

    Published Services

    Hardware Cost (Purchase Price)

    Operating System (One-Time Cost)

    Staff Setup Cost

    Annualized Amount (with 3-year Depreciation)

    HW and SW Maintenance

    Annual Staff Cost

    Annual Cost

    Hosting

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $5,000

    $16,428

    Development of enterprise resource planning (ERP) customized application

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $150,000

    $166,428

    As you will notice from Table 4-7, the process can exist used for transactional services, such as hosting, or project services, such as application development. These buildup worksheets are efficacious ways to account for the necessity to capture differences in types of services, infrastructure, networking, and application development. To provide additional detail, you should develop a service-specific worksheet that includes the detailed advocate for your service's inputs and buildup worksheet. Several options to develop these service-specific summary sheets follow:

  • Use worksheet from accounting process: If your accounting process has grouped cost nature information according to each service, this sheet can provide this role. For example, this accounting sheet can provide the detail you necessity regarding hardware, software, and personnel costs, which can exist linked to the services inputs and buildup worksheet.
  • Create fresh worksheet that includes accounting data and assumptions: Organizations must often bear a number of assumptions related to key costs. You should esteem developing a worksheet that includes both accounting data and key assumptions.
  • External contracted (base) costs: The organization should then create a sheet that includes external costs, such as software licenses or vendor cost that are often external to the organization.
  • Internal costs (for example, salary, overhead, and pecuniary information): This sheet generally includes internal costs, such as overhead, staff time, and other inputs that are internal to the organization. These sheets likewise summarize service-specific assumptions, such as the staff time allocation cost estimates for staff activities discussed in the basic approaches in the earlier section "Basic Approaches to better IT Accounting."
  • The structure of these worksheets needs to exist tailored to your organization. You should structure them based on the information you maintain available and the audience that will exhaust this information.

    Populate the Service Chargeback Model with a coalesce of Assumptions, Averages, and Actual Costs

    After the finance and IT organization complete the chargeback framework, they should then work together to insert costs into the model. They would enjoy to reinforce their discussion in the accounting section on using estimates, averages, or actual IT expenditures to develop costs. Many cost centers exhaust assumptions and averages, rather than cost accounting data. For example, instead of listing the exact expense of a server, the IT organization might list an average rate, sometimes referred to as a blended rate. These blended rates are the average of a number of purchase orders to determine the typical cost. Also, instead of exact FTE estimates for system administrators, the organization might develop a blended rate that reflects the average cost of a system administrator.

    In addition to the discussion of estimates, averages, and actual IT expenditure data in the accounting section, they provide key examples of benefits assumptions if actual data is not available:

  • Estimates or averages provide a baseline set of data to continuously better your chargeback or IT costing model each year. For example, the first year an organization develops a cost model, a great percentage of the data may exist based on the best assumptions that can exist made at the time using available source data. However, each year the organization can supersede key data with actual data.
  • Developing a coalesce of estimated and actual data creates a framework for enacting key process improvements. For example, it provides a common framework for the IT and finance departments to share information. This framework can attend translate pecuniary and operational information and attend both the IT and business teams learn.
  • Determine suffuse or Assessment pass through Standardized IT Pricing Framework

    Reactive IT organizations suffuse their internal or external customers through corporate overhead allocations rather than direct invoicing. This want of transparency in IT budgeting is often viewed as a tax on business units and creates resentment by the business units. As an IT organization matures to a cost center, it develops a pass to assay the service's cost and the customer's utilization. This standardized IT pricing framework captures a service's cost and utilization (where appropriate). This framework could likewise service as the customer invoice. A simple customer template could gawk enjoy Table 4-8.

    Table 4-8. IT Pricing Framework for business Units

    Published Service

    Service Increment

    Service (or Chargeback) Rate

    Service Utilization

    Total Chargeback Cost (or IT Price)

    Hosting

    Per server

    $12,000

    1

    $12,000

    Batch processing

    CPU second

    $0.3

    10,000

    $3,000

    Collaboration service

    Per site

    $2,000

    2

    $4,000

    Application development

    Per statement of work (SOW)

    $25,000

    1

    $25,000

    Total

    $44,000

    The previous pricing framework highlights the inequity between transactional services and services, such as application development, that may exist based on a statement of work (SOW). The final item, application development, is an instance of a project-based service that employs staff or contracts. Some organizations may engage an SOW approach, in which a defined SOW summarizes that payment that will result from a given set of deliverables, such as the completed application or software package. Alternatively, you could develop a per-hour rate for application developers and suffuse the customer this hourly rate.

    After the IT organization has developed a framework, it should exhaust this as a utensil to engage its customers in a discussion of the charging process. These initial discussions will foster acceptance of this framework within the organization. The organization can then develop the inputs to the framework including the service (or chargeback) rate and the service utilization.

    Determine Utilization or Quantity of Services

    Because the IT organization has established its costs, it now needs to work with its existing customers to project out the near term the expected claim for each IT product and service, measured in projected quantity of IT products and services; to establish the projected overall demand, and to develop pricing for each IT product and service offered using project claim as a key assumption.

    To recover costs, you must develop an accurate measure of the quantity of services used by a customer or service. The cost center often uses actual measures and estimates to measure the quantity of resources used by each customer. As with expenditures, you should exhaust automated tools to collect actual costs of service utilization data whenever possible. Following is a summary of three methods to measure utilization:

  • Metered usage: When the utilization can exist precisely measured, the organization generally uses metered usage. This pass is based on actual utilization, whereby the organization automates the collection of quantity of resources used by each consumer based on the agreed-upon metric. For more service-based estimates, this may involve a time tracking system to track the time of application developers.
  • Fixed- or user-cost approach: Many cost centers may likewise settle to simply divide a service's cost by this forecasted quantity to develop a unit price. This process, referred to in ITIL as fixed or user costs, is one of the most simplistic methods for determining pricing. This fixed expense could involve a subscription to exhaust a specific quantity of services. The more accurate the claim forecast, the fewer risks the IT organization will incur a budget shortfall. This fixed-cost approach can likewise exist used if an SOW specifies a specific expense for a specific output, such as the progress of a fresh ERP system.
  • Tiered utilization: A hybrid approach includes tiered utilization, whereby an organization measures utilization of a specific service and groups customers into tiers. This utilization data may exist gathered through either a claim management or capacity management process under ITIL. The exhaust of an automated utensil often supports this effort because one pass to stratify the pricing of multiple tiers of IT product and service offerings is based on utilization versus resources.

    Developing tiered utilization can exist combined with tiered rates, in which the IT organization offers tiers of IT products and services, such as stratifying storage into managed and basic storage. In other cases, the organization will offer premium and touchstone levels of support. Accurately presenting the tiers of IT products and services will attend to clarify the pricing for internal and external IT customers.

  • Improving Your Charging Process to Become a Profit center or business Partner

    To better the charging process as the organization views IT as a positive ROI or a business partner, the IT organization captures more accurate usage and cost information, often using automated tools that track IT resources and link them to their costs. The IT organization likewise develops linkages with other ITIL processes to considers as it develops rates. For example, it effectively values services and develops pricing in concert with the IT service catalog and aligns its expenditures to the service levels outlined in the service level agreements (SLAs) developed through the service level management process. This process is discussed later in this chapter.

    Many IT organizations likewise exhaust chargeback models to expense selected IT products and services, typically limited to the IT products and services provided in their IT service catalog. The cost analysis supporting the progress of a chargeback model likewise provides operational information that IT organizations can exhaust to manage their resource consumption, resulting in continuous improvement in IT operations.

    Improve Your Service or Chargeback Rate to better Service and Lower Costs

    To better service or chargeback rate, your organization should exhaust only exact costs to develop its IT costing model. The IT accounting process should provide exact costs that can exist leveraged in the IT costing model. For example, the service-specific sheets discussed in the previous section should just exist outputs of the IT accounting process. This data provides the organization with a lawful understanding of the provisioning value (or the cost) of each service. As a result, the organization can conduct service provisioning optimization activities to benchmark its costs against competitors.

    As your charging and pricing process becomes more advanced, your organization's expense per billable unit recovers your plenary cost and a surplus amount that is the hurdle rate, which is discussed earlier in the chapter. For example, if your hurdle, or discount rate, was 5 percent, your IT expense would exist 5 percent above the cost of your service. This pricing pass subjects your IT services to the very project standards commonly used in other pecuniary initiatives.

    To better service, an organization should link charging to the various internal contracts between the IT organization and its customers (SLAs) and internal contracts between organizational units within the IT organization (operation level agreements, OLAs) discussed in Chapter 2. This linkage helps the IT organization to clearly establish the value of its services to its customers. For example, if a customer would enjoy more backups or quicker response time than the organization typically offers, the organization may want to develop a pricing mechanism to recover these costs.

    Implement Automated Tools to Monitor Resources, Costs, and Utilization

    To better service, the organization should likewise suffuse customers for usage, rather than approximate consumption. As an IT organization matures from a cost center to viewing IT as an ROI or business partner, the IT organization often implements an automated solution to identify and monitor IT customers' utilization. These high-performing organizations often creep toward resource-based chargeback software. There are a number of automated pecuniary management tools. For example, pattern 4-6 summarizes how the IBM Tivoli IT Usage and Accounting Manager (TUAM) provides an IT organization with the capability to automatically monitor a given IT asset and impute this asset to a given business unit.

    Figure 4-6

    Figure 4-6 Automated tools can link IT resources, costs, and utilization data.

    Automated tools that link the IT business office with the IT operational assets can exist powerful enablers of ripen IT pecuniary management practices, providing the IT organization with resource-based charging capabilities. Automated tools provide the IT organization with the potential to know the exact costs of any IT asset, tie this cost with the IT organization's service catalog, and evaluate IT spending based on exact costs.

    However, implementing these tools can exist challenging. As with any knotty software implementation, the initial and ongoing costs can exist substantial. Moreover, even if the IT organization implements these solutions effectively, the vicissitude of applying them effectively can exist substantial. The culture of the IT organization has to notice the ongoing value of ripen IT pecuniary management practices and incorporate pecuniary discipline into daily IT operations.


    IBM Introduces fresh RFID Services | killexams.com actual questions and Pass4sure dumps

    By Jonathan Collins

    Sept. 15, 2003 - IBM today introduced an RFID service to attend retailers and consumer packaged goods companies deploy RFID technology for advanced product tracking and inventory control. The company says it has the integration undergo and well-established middleware applications to link RFID systems to existing enterprise software applications.

    "There are a lot of niche players in the market, and customers maintain been looking for a plenary technology provider," says Faye Holland, worldwide RFID leader for IBM Global Services. "IBM has been supporting RFID for years, but now they are at a stage where they maintain a tried-and-tested robust solution."

    IBM's RFID offering comprises consulting and implementation services, as well as specialized software. It has developed a three-phase approach. phase one includes consulting and progress of the business case for RFID. Although conditional on the scope a company's plans, IBM estimates this will cost its customers from $200,000 to $500,000.

    Phase two involves deploying a 12-week pilot. Pricing, again, depends on scope, but IBM estimates that phase two will cost less than $1 million. The final phase is the plenary rollout of the RFID system. Here, too, the cost is based on the size of the company and the extent of the implementation.

    IBM believes its existing middleware and backend infrastructure—WebSphere Application Server, DB2 Information Integrator database, Tivoli Access Manager and WebSphere Portal Server—will serve as a platform for an RFID deployment. "These enterprise class applications maintain proven capability and can now exist linked to understand data from tags and readers from a gain of vendors," says Holland.

    IBM is teaming with Philips Semiconductors and Intermec for specific technologies and services. Holland says it will likewise confederate with Alien Technology, Matrics, Retek, Trigo and Verisign to ensure it can offer a broad portfolio of RFID solutions.

    Kimberly-Clark has hired IBM to attend develop an end-to-end assessment of the specific costs and benefits in adopting Electronic Product Code technology for its products and business processes as well as integrating one of its key customers into the analysis. Mike O'Shea, director of corporate AutoID/RFID strategies and technology at Kimberly-Clark, says IBM brought a unique blend of business consulting and technology expertise to the planning.

    IBM says its research division is working on a project with select customers to develop a high-level architecture for EPC technology, which should provide a road map for CPG and retail firms to enhance and expand their initial implementations.

    RFID Journal Home

    Only three weeks left until the first RFID Journal University in San Francisco. Seats are limited. To register delight visit RFID Journal University



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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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    Publisher : Pearson (Aug 2017)
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    Urban EconomicsUrban Economics
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