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A2180-270 exam Dumps Source : Assessment- IBM traffic Process Manager Advanced V7.5, Integration Develop

Test Code : A2180-270
Test designation : Assessment- IBM traffic Process Manager Advanced V7.5, Integration Develop
Vendor designation : IBM
: 56 real Questions

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IBM Assessment- IBM traffic Process

IBM Watson functions Market may live valued at US$ 19.7 Billion by using 2027 | killexams.com real Questions and Pass4sure dumps

IBM Watson is considered to live the first-ever commercialized cognitive computing platform, designed especially for underpinning the construction of various enterprise options. IBM Watson capabilities proceed to faucet sizeable chance in the swiftly evolving cognitive computing container, which has been reshaping the character of enterprise operations, thereby opting for their boom. research file Insights (RRI) evaluation the IBM Watson capabilities market to listing a pretty grandiose upward thrust in evaluation age 2027. IBM Watson administrations are evaluated to live soldover US$ 19.7 Billion by using ending of 2027

in line with research record Insights Survey, a lot of individuals might because the price tag for a Watson-classification laptop is available in at round an affordable-sounding $three million. based on Tony Pearson, grasp inventor and senior consultant at IBM, an influence 750 server retails for $34,500.

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IBM Watson services: actual-time Decoding of customer decisions and reducing mode Downtime Attributes fuelling Adoption

IBM Watson functions assist sellers in decoding buyer selections with the aid of providing insights into newest traits, and key aspects of advertising. This further enable dealers in improving the profitability, and embellishing their company efficiency. working greater without problems the usage of analytics, IoT, and cognitive computing, IBM Watson helps manufacturing flora in cutting back downtime and improving the habitual operational satisfactory.

Douglas Hofstadter, cognitive scientist and Pulitzer Prize-profitable creator of Gödel, Escher, Bach, currently claimed that IBM's Jeopardy! Champion AI gadget Watson isn't grandiose ersatz intelligence. Watson, he says, is “just a textual content search algorithm related to a database, similar to Google search.

IBM Watson features: extravagant enlarge in Healthcare with BFSI on the trail

IBM Watson’s cognitive computing or AI platform has been reforming the healthcare operations due to the fact the fresh previous. capabilities offered by using IBM Watson facilitate healthcare authorities with the aid of screening constitution & unstructured facts of sufferers, and recent facts-based mostly medicines, regulatory requirements, and satisfactory standards. IBM Watson has been constructed for churning via ever-transforming into amount of research facts, thereby promising fleet marketing of latest medicine.

IBM Watson services are being extensively employed by pharmaceutical groups, tutorial associations, and clinical instruments manufacturers for drug repurposing and novel drug target identification. The capabilities for AI in improving the gauge high-quality and consistency of melanoma care, which has enabled physicians in spending greater time on providing dependence to patients, has paved lucrative alternatives for IBM Watson functions in the healthcare sector.

Fund associations are going into corporations with IBM for employing the Watson innovation in creating compelling customer managing an account arrangements. publish-development of subjective advances to deliver client capabilities, IBM Watson has offered administrations that empower fund organisations in overseeing administrative and consistence controls. coverage people can exercise IBM Watson benefits in brief assurance of the qualification and percentile of declare that necessity to live paid, along these traces deciding on more advantageous decisions and extending superior effects.

Banking, fiscal capabilities & insurance (BFSI) is estimated to trail healthcare in terms of IBM Watson capabilities market’s earnings share. at the moment, IBM Watson economic capabilities vigour capabilities apropos of the wealth administration trade, economic risk management options, and coverage features.

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IBM Watson features Momentum through Facilitating Coding of herbal Language Processing

IBM Watson language features are poised to grasp bulk shares of the market over the forecast length. IBM Watson integrates true-time computing vigour & computer gaining learning of, into language processing for sifting via sizeable unstructured facts, akin to social posts, journals, emails, and files, for featuring options faster. more desirable & improved realizing of communications - principally natural language processing & translation – is a key agenda of IBM Watson language capabilities, which in flip has propelled their require amongst records centers.

within the wake of ersatz intelligence (AI), in which sensible and context-specific applications believe been delivered, IBM Watson imparts a wide array of features related to herbal language that allow extraction of keywords, sentiments, and entities, together with other semantic details in a offered textual content. applied sciences for computing device language translation similar to IBM Watson’s Language Translator are more likely to profit increased require within the sphere of automation, whereas disrupting the global service delivery.

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execs and Cons of IBM Blueworks — with an IBM Blueworks election | killexams.com real Questions and Pass4sure dumps

this is about the strengths and weaknesses of IBM Blueworks BPM together with a colorable election for Blueworks (Tallyfy). a mighty deal of it's borrowed from Gartner, with some portions edited and cleaned up.

Please commemorate this disclaimer. I’m affiliated with Tallyfy — a workflow and BPM platform which differentiates via spectacular ease-of-use, customer-facing features and flexibility to drive adoption in up to date teams.

IBM is enhancing the intelligence of its Smarter mode products by utilizing complementary Watson technologies, resulting in what it calls Cognitive enterprise Operations. It additionally more desirable cloud-primarily based deployments by way of enhancements in Blueworks live and a licensing mode that permits valued clientele to ensue purchase credits to both on-premises or cloud models of BPM. This evaluation facilities on IBM company process manager v.eight.5.6, IBM enterprise process supervisor on Cloud, Blueworks reside, Operational election manager (ODM) advanced v.8.7 and company monitor v.8.5.6. iBPMS initiatives additionally may besides include IBM Analytical determination administration, IBM Bluemix, IBM Streams, IBM FileNet content supervisor, IBM Integration Bus, IBM MobileFirst Platform and different products.

Strengths of IBM Blueworks and IBM BPM
  • IBM presents a primarily huge set of product points, in a position to presenting virtually any feature desired to tackle the eight dimensions of the Gartner mode IQ Framework. Its items abet most censorious trade requisites, so developers can simply combine and in shape IBM products with software from other vendors.
  • IBM is a frontrunner in determination administration and analytics, including rule processing in IBM BPM and ODM, BAM in IBM BPM and traffic computer screen, CEP in IBM ODM superior and IBM Streams, and advanced analysis in Watson Analytics and Watson cognitive services.
  • IBM has made it less difficult for enterprise americans to purchase share in structure via enhancements in Blueworks reside and a novel gauge system Accelerator system design device. IBM company technique manager additionally helps company users execute unfamiliar or complicated projects at runtime the usage of its time-honored mode educate UIs.
  • Weaknesses of IBM Blueworks and IBM BPM
  • IBM BPM-based methods will besides live challenging to design, configure and installation as a result of most advanced functions require combining varied items and surroundings many parameters and alternate options. IBM products overlap every other in content administration, enterprise rule processing, BAM, CEP, portal, workflow/orchestration, alerting and other capabilities.
  • client references surveyed by Gartner provided lukewarm remarks on habitual satisfaction relative to some other iBPMS carriers.
  • customers report that IBM traffic procedure supervisor requires a comparatively elevated stage of talents, an issue specifically in miniature initiatives using the on-premises IBM products. besides the fact that children, americans with abilities in the product peek fancy extra available than in past years.
  • alternative to Blueworks BPM — Tallyfy problem — ancient BPM makes modelling complicated

    a fine election to Blueworks often is the skill to mannequin processes comfortably. just since you believe some big BPMN model doesn’t gain you ingenious or positive. within the end, americans can/will silent necessity to in reality conclude the method, which comes everything the way down to e mail/spreadsheets (except you necessity a 6-month IT mission). It’s with ease ridiculous to gain exercise of BPMN in today’s age — the zone individuals collaborate and don’t commemorate flowcharts anyway. Any option to Blueworks believe to fully remove the exercise of flowcharts and in certain — BPMN. unlike what you’ve heard about BPMN — it’s not a “usual” in any respect — as every supplier creates their personal flavor of it. This makes the a grandiose deal-touted “common” and “portability” ingredient of it next to unattainable to obtain.

    Tallyfy makes exercise of basic lists that silent believe everything of the elements of flowcharts difficulty — simply IT and system analysts map techniques. Managers crave precise energy to map a manner themselves

    Tallyfy is the best implement that allows for collaboration amongst any variety of role/grownup — considering most individuals consider the simplicity of the device in 60 seconds. The alternative to Blueworks is not definitely an alternative in any respect — it’s an inevitable swap.

    Tallyfy enables any one to collaborate on documenting a manner issue — no one looks at manner maps. You necessity your procedures to live in basic, executable list layout

    This potential you necessity workflow utility fancy Tallyfy that basically gives that simplicity, together with the vigour you need.

    Please — let’s drop flowcharts and BPMN — it’s absolutely broken and lifelesstrust a fine looking alternative to IBM Blueworks — Tallyfy

    It integrates to everything, and it in reality works for every person.

    Take a glance at a video demo of Tallyfy under, as a conceivable, person-friendly alternative to Blueworks.


    Taiwan Semiconductor Manufacturing enterprise appears Set to Win IBM Chip Orders | killexams.com real Questions and Pass4sure dumps

    traditionally, foreign company Machines (NYSE: IBM) owned and operated its own chip manufacturing flowers and invested heavily to develop the manufacturing recipes -- called approaches -- to build its vigour and Z-series chips that energy its server and mainframe products, respectively. That changed, although, in 2015, when IBM inked a deal to promote its chip manufacturing flora and switch its know-how construction team of workers to pure-play compress chip manufacturer GlobalFoundries. 

    GlobalFoundries, on the time, had boasted that the acquisition of the IBM property "solidifies its path to superior process applied sciences at 10nm, 7nm, and beyond."

    inner an Intel chip manufacturing plant.

    extra

    inner an Intel chip manufacturing plant. image supply: Intel.

    As share of the deal, GlobalFoundries pointed out that it had agreed to an "exclusive dedication to provide IBM with one of the crucial world's most advanced semiconductor processors solutions for the subsequent 10 years." 

    "[GlobalFoundries] besides gets direct entry to IBM's endured investment in world-category semiconductor research, solidifying its path to superior mode geometries at 10nm and beyond," GlobalFoundries stated in a statement.

    lamentably for IBM, GlobalFoundries -- for everything of its boasting -- introduced returned in August that it had do its "7nm FinFET program on hang indefinitely" and is "restructuring its analysis and construction groups to assist its more advantageous portfolio initiatives." 

    The question that naturally adopted is: "where will IBM manufacture its chips now?" 

    in response to Nikkei Asian evaluate, Taiwan Semiconductor Manufacturing enterprise (NYSE: TSM) is "poised to at ease a crucial order from IBM for top class server chips, validating the company as a significant challenger to world chipmaker Intel in the high-value records core market."

    Citing Trendforce analyst Liu Chia-hao, Nikkei Asian overview says Intel "substances 96% of the chips used in records core servers."

    IBM's latest POWER9 and Z14 processors -- chips which are utilized in IBM servers and mainframes, respectively -- are manufactured the exercise of a unique technology called 14HP. That technology, according to WikiChip, "combines IBM-developed SOI [silicon-on-insulator] front-conclusion-of-line (FEOL) with [GlobalFoundries'] center-of-line (MOL) and back-end-of-line (BEOL) borrowed from their 14nm bulk process." 

    The successors to those chips, in light of the Nikkei Asian overview report, may silent live manufactured in the high-performance variant of TSMC's 7nm technology. TSMC has pointed out that it offers "two 7nm FinFET tracks: one optimized for mobile applications, the other for elevated performance computing purposes." 

    If Nikkei Asian assessment is relevant, this arrangement should silent in the finish live win-win for each IBM and TSMC. IBM -- considering that GlobalFoundries is out of the game -- needs a in a position novel chip manufacturing associate to supply its chip designs, and TSMC fits that invoice. TSMC would stand to improvement as a result of scoring these orders would convey it profits and income that it failed to believe earlier than. 

    based on a product highway map posted via IBM again in August (via HPCwire), the traffic plans to interpose an more desirable edition of its POWER9 processors -- with a purpose to, once again, live manufactured the usage of 14nm know-how -- in 2019. Then, in "2020+," the company intends to launch its POWER10 processors. So, assuming that IBM really is tapping TSMC to construct its the subsequent-generation chips, TSMC buyers probably mustn't are expecting salary contribution from them for a while yet. 

    extra From The Motley idiot

    Ashraf Eassa has no zone in any of the shares outlined. The Motley idiot has no zone in any of the stocks outlined. The Motley idiot has a disclosure coverage.




    Killexams.com A2180-270 Dumps and real Questions

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    A2180-270 exam Dumps Source : Assessment- IBM traffic Process Manager Advanced V7.5, Integration Develop

    Test Code : A2180-270
    Test designation : Assessment- IBM traffic Process Manager Advanced V7.5, Integration Develop
    Vendor designation : IBM
    : 56 real Questions

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    KMWorld Trend-Setting Products of 2011 | killexams.com real questions and Pass4sure dumps

    Sep 1, 2011

    In their September 2003 issue, they introduced the first list of trend-setting products. At the time, they thought sorting the products into specific categories-document management, traffic process management, enterprise search, content management, portals, smart enterprise suites, etc.-was appropriate, and we'd abet bring order to the landscape. But even then the lines were blurring, of course, so they abandoned that strategy in 2004. They are even more blurry now.

    The juggernaut of consolidation keeps charging along, so what were single-point solutions a decade ago now include a broad spectrum of capabilities. A Web content management system, for example, contains functionality for, say, collaboration, social media, analytics, records management, etc. Enterprise search is a implement for text mining, sentiment analysis, legal discovery, immense data and more. So, as they continue to emphasize, learning management isn't an application per se, it's  an attitude, an approach to delivering the prerogative information to the prerogative people throughout the entire constituency chain, users and customers alike.

    For this year's list, the judging panel of colleagues, analysts, system integrators and users evaluated more than 800 products. Although the products on the list cover a host of technology areas, they share one thing in common: Each has helped create, define, enhance or sustain a market.

    As in years past, assembling the list involves a yearlong collaborative endeavor that culminates with a train of conference calls to finalize the list that follows. It's a immense job and a certainly lively and sometime contentious process. everything of us believe their prejudices based on specific areas of interest/expertise, and because the panel requests anonymity to avoid the onslaught of e-mail, I gain the final decision. dependence me, people believe tried to bully their way on the list, which isn't a grandiose strategy. Receiving unsolicited recommendations from customers is, however. After all, it's the needs of the market that should identify a trend. Further descriptions of selected Trend-Setting Products start on Page 18, September KMWorld 2011, Vol 20, Issue #8 and are besides linked online within the company description:

    A2iA: A2iA DocumentReader-classification, keyword spotting and extraction of information from handwritten letters and loosely structured fields within forms.

    ABBYY: FineReader Online-an online OCR service to provide conversion of text from scanned, photographed images and PDFs into editable Word, Excel, RTF, TXT and searchable PDF documents. Click here for more product details.

    AccessData Group: AccessData eDiscovery-automated, repeatable and defensible electronic data discovery from litigation hold to production. Click here for more product details.

    Accusoft Pegasus: Prizm Viewer-document and image viewing within Internet Explorer, Firefox and Mozilla browsers.

    Acquia: Acquia Network-software and services to create and maintain Web experiences built on Drupal. Click here for more product details.

    Alfresco: Alfresco Team-content collaboration product that includes iOS apps for the iPad and iPhone.

    Altep: Inspicio-document review platform capable of providing access to any document type.

    Alterian: Content Manager-software designed to build and manage branding strategies across websites, e-mail campaigns and social media channels.

    AnyDoc Software: CAPTUREit-standalone document capture application or component of an end-to-end OCR for AnyDoc automated document and data capture and processing solution. Click here for more product details.

    Appian: BPM Suite-comprehensive traffic process management software on the desktop and mobile devices in the cloud and on premise.

    Applied learning Group: KM Solutions built on SharePoint-collaboration and learning management solutionsfor government, commercial and non-profit clients

    ArcMail: ArcMail Guardian-cloud-based e-mail archiving solution that automatically encodes, indexes and archives everything inbound, outbound and internal mail.

    ASG Software: ViewDirect Suite-scalable, full-featured archiving platform.

    Attensity: Respond 5.1-multichannel customer date application.

    Attivio: vigorous Intelligence Engine-extends enterprise search capabilities across documents, data and media.

    Autonomy: ControlPoint-centralized policy hub for enforcing compliance policies on distributed content, including  content residing in ECM applications.

    AvePoint: DocAve Software for SharePoint-fully integrated solution for SharePoint life cycle management.

    BA Insight: Longitude Search and Longitude Connectors products-securely extend Microsoft SharePoint and fleet Search to more than 30 enterprise systems.

    Box.net: Cloud Content Management-allows sharing, managing and accessing everything traffic content in the cloud.

    BP Logix: Process Director-defines, automates and reports on traffic processes.

    Brainware: Globalbrain Enterprise Edition-intelligent data capture and enterprise search.

    Bridgeline Digital: iAPPS Product Suite-complete SaaS and on-premise Web content management including e-commerce, e-marketing and analytics. Click here for more product details.

    Clarabridge: Sentiment and Text Analytics Platform-data acquisition through linguistic processing and enterprise reporting in an integrated environment. Click here for more product details.

    Concept Searching: conceptClassifier for SharePoint-automatic document classification and enterprise class taxonomy management. Click here for more product details.

    Connotate: Agent Community-content acquisition and management software platform enabling users to transform Web content into information assets.

    Consona: Consona KM 8.0- a grandiose learning management solution with enhanced usability for administrators and learning authors and editors with tools for the internationalization of learning content.

    Content Analyst: Content Analyst Analytical Technology (CAAT)-advanced text analytics in a scalable platform designed to cope with massive amounts of unstructured data. Click here for more product details.

    Coveo: Coveo learning 360 Solutions for Customer Service-enables access to actionable learning from organizations' information.

    Darwin Ecosystem: Awareness Engine-tracks Web and Enterprise 2.0 events, discovers emerging trends and gains faster understanding of complicated issues over time.

    Datameer: Analytics Solution-business user-focused BI platform for immense data analytics using Apache Hadoop.

    Denodo: Data Virtualization and Data Federation-creates virtual, real-time separate views from disparate, heterogeneous data sources.

    eGain: Interactive Sales Suite-converts online visitors to buyers with proactive contextual offers across consumer lifecycle . Click here for more product details.

    Ektron: CMS400.NET-a platform with complete functionality to create, deploy and manage full-featured, global Web sites.

    EMC: SourceOne Suite-family of products and solutions for archiving, e-discovery and compliance to centrally manage multiple content types in order to apply content governance.

    Endeca: Endeca Latitude- foundation upon which configurable, search-based traffic applications can live built and deployed.

    EPiServer: CMS 6-combines tools for online date through content, community, communication and commerce.

    Equilibrium: MediaRich ECM for SharePoint 2010 Online-visualizes more than 400 different document, image video and audio file types in SharePoint Team Portal.

    Exalead: CloudView 360- information access for the enterprise and the Web with advanced data extraction, indexing and text analytics.

    Exsys: Corvid-interactive Web-enabled learning automation expert systems. Click here for more product details.

    Exterro: Fusion-integrated e-discovery, legal hold and litigation management software platform.

    Fabasoft: Fabasoft Mindbreeze Enterprise-unified organizationwide access to information through indexing and searching data sources such as e-mail systems, file systems, databases, document management systems, intranet and the Internet. Click here for more product details.

    Findwise: Findwise Findability Solutions-software for intranets, Web, e-commerce and applications to abet gain information easily accessible to both company employees and their customers. Click here for more product details.

    FTI Technology: Acuity-outsourced document review offering for corporations and law firms. Click here for more product details.

    Global 360 (now OpenText): processView-cloud-based forum to collaborate on process discovery.

    GlobalNet Services Inc.: Google Search Solutions-search optimization, clustering, security and personalization for structured and unstructured data. Click here for more product details.

    HiSoftware: Compliance Sheriff-content compliance testing, monitoring and reporting against standards-based policies for privacy, accessibility, social computing, brand integrity, site trait and operational security.

    HP: HP TRIM 7-a records management system with SharePoint uphold providing a scalable, policy-driven foundation for information governance strategies.

    IBM: Content Manager-imaging, digital asset management, Web content management and content integration for multiple platforms, databases and applications.

    iDatix: iSynergy-integrated content management designed to manage content and simplify workflow.

    IGLOO Software: Enterprise social Networking-integrated suite of content, collaboration and learning management tools within a single, secure social traffic platform.

    InQuira: Customer sustain Services-expert resources focused on optimizing and enhancing an InQuira implementation through proactive, strategic traffic insights and technical expertise to maximize system uptime.

    Integrify: Integrify 5.0-lean traffic process management with available SharePoint API kit and plug-in.

    IntelliResponse: IntelliResponse retort Suite-enhances consumer sustain across a variety of interaction channels, including corporate Web sites, agent desktops, social media platforms and mobile devices.

    Intrafind: iFinder Enterprise Search-solutions and consultancy services for enterprise search, information access and text mining.

    ISYS Search Software: ISYS Document Filters-an embeddable set of document filters for extracting text from a comprehensive library of file, container and e-mail formats. Click here for more product details.

    Jive Software: Engage Platform-robust enterprise social networking platform.

    JustSystems: XMetaL-enables content creators to create, collaborate and reuse information that can live repurposed into languages and formats required by customers.

    Kofax: Kofax Capture 9.0-full-featured platform allowing users to automate the deployment and updating of the software, their applications and any customizations from a central server.

    Metalogix: Content Lifecycle Management for SharePoint-on-premise or cloud-based solution to move, store and manage Microsoft content. Click here for more product details.

    Metastorm (now OpenText): Enterprise-aligns traffic strategy with execution while optimizing the types and levels of traffic resources it uses.

    MicroLink: Information Fusion and Discovery-collaboration and search designed to uphold growing information and the necessity for increased data availability.

    Microsoft: SharePoint 2010-the many-sided platform that continues to spawn an ecosystem of partners extending its capabilities.

    Moxie Software: Spaces-social networking software for the enterprise.

    Mzinga: OmniSocial-a broad, single-platform suite designed to facilitate community building, collaboration and learning sharing across the organization. Click here for more product details.

    NavigationArts: Content Management Solutions-software engineered to deliver intuitive online experiences consistent with brand expectations and offline interaction.

    NewsGator: social Sites 2.0-enterprise collaboration software designed for light integration with SharePoint 2010.

    Noetix: NoetixViews-simplifies report evolution against Oracle enterprise applications by automatically creating traffic views of the underlying database. Click here for more product details.

    Nunwood: Fizz learning Management-allows organizations to optimize their existing learning travail across research studies, competitor intelligence, external word subscriptions and internal working groups.

    Omtool: AccuRoute-document handling platform that captures, converts and distributes paper and electronic documents.

    OpenText: ECM Suite-robust platform addressing everything management capabilities needed to ply each ilk of enterprise content-including traffic documents, records, Web content, digital, e-mail, forms, reports, etc.

    Oracle: Enterprise Manager 11g-integrated IT management designed to enlarge traffic productivity and efficiency.

    Pegasystems: Case Management Solutions-allow organizations to quickly define case solutions and manage their work.

    Percussion: CM1-allows traffic users to directly create, launch and maintain robust websites.

    Project Performance Corp.: KM Solutions-consulting and IT solutions with an emphasis in the areas of environment and energy.

    Qontext: Qontext for NetSuite-a complete collaboration portal within NetSuite.

    Raytion: Enterprise Search Connectors-family of vendor-independent enterprise search connectors that enable secure and light retrieval of business-critical information.

    Recommind: Axcelerate eDiscovery-precisely identifies key documents quickly while automatically assessing document responsiveness, privilege and issue relation before the review process begins.

    Reprints Desk: STM Document Delivery-simplifies separate article procurement, with copyright-compliant, same-day delivery. Click here for more product details.

    RightAnswers: Unified learning Platform-provides a knowledgebase for IT uphold and a learning foundation for the organization.

    RightNow: RightNow CX-a customer sustain suite designed to deliver comprehensive customer sustain applications that drive revenue, enlarge efficiency and build loyalty.

    Rivet Logic: ECM Solutions-transform traditional content repositories and static intranets into collaborative travail environments through open source functionality. Click here for more product details.

    RSD: RSD GLASS-governance solution engineered to abet organizations manage corporate risk and better operational efficiency. Click here for more product details.

    salsaDev: salsaAPI-full purview of automated text analysis and content enrichment services, including auto-tagging and auto-classification capabilities.

    SAS: SAS Text Analytics, SAS Rapid Predictive Modeler-extract pertinent information to betray patterns, sentiments and relationships among documents; allow traffic analysts and matter matter experts to generate predictive models based on specific needs and traffic scenarios.

    SDL: SDL Tridion-complete, global Web content management solutions;  SDL TrisoftTM and SDL LiveContentTM-an bright and interactive platform for delivery of technical content. Click here for more product details.

    Search Technologies: Search Application Assessment Process-detailed analysis, reporting of organizational search solutions, including open source options.

    Sinequa: Enterprise Search 7.0-Semantic and linguistic search based on vector modeling of the key import of documents.

    Siteworx: Enterprise Search Consulting-advice about implementation and integration of enterprise search solutions.

    Smartlogic: Semaphore-combines ontology management, classification, text mining and semantic analysis in a search application framework.

    Socialtext: Version 4.6-intranet-centric software designed to enlarge insight and enhance social networking inside the organization.

    Sophia Search: SOPHIA-understands different contextual meanings for a query and intelligently returns results organized in structured, thematic folders.

    SpringCM: Content Management Service-cloud-based content, document and workflow management solutions.

    SpringSense: Enterprise Search Solution-recognizes the import of text through context rather than relying solely on keywords.

    StoredIQ: Risk Assessment Service for SharePoint-information intelligence solution for handling legal risks within SharePoint environment.

    Symantec: AntiVirus Corporate Edition-threat protection to detect viruses, Trojans horses, spyware, etc.

    Synaptica: Version 7.2-visualization suite including tools to abet streamline and automate structure and deploying taxonomies.

    Telligent: Telligent Enterprise, Version 3.0-social community application for employees, enabling corporate communication, networking, collaboration and innovation.

    Traction Software: TeamPage 5.2-enables searching both external sources and TeamPage's social Enterprise Web to discuss, tag, task, share and badge internal or external content.

    Vivisimo: Customer sustain Optimization (CXO)-connects customer-facing professionals with information required for successful customer, ally and sales prospect interactions.

    Wall Street Network: WSN Insight 2011 R2 for SharePoint-allows corporate collaboration within an organization by proactively pursuing each user's input targeted by each employee's skill sets. Click here for more product details.

    Workshare: Workshare Professional-document control management of multi-person document reviews, metadata removal, secure PDF creation and sharing, and complete information security.

    Xenos (a division of Actuate): Xenos Enterprise Server-document and data transformation services to lower operational costs and complexity and better customer service.

    ZyLAB: eDiscovery Software-proven software and services tailored to any environment, either outsourced or in-house.  


    Achieving CMMI Levels 2 and 3 with LabVIEW | killexams.com real questions and Pass4sure dumps

    As a result of the PC revolution, a flurry of standards and processes emerged to address software and system development. Nearly every standards body, industry, and government organization developed their own guidelines to tackle a purview of issues; many of which had significant overlap. This became a tribulation to organizations due to the costs associated with training, certification, and assessments. Further complications arose due to the differences in terminology between guidelines. To address this problem, the Software Engineering Institute (SEI) at Carnegie Mellon University, with the abet of the DoD (Department of Defense) and industry leaders, created the Capability Maturity Model Integration (CMMI) initiative. While the goals and concepts behind CMMI are independent of programming languages, the implementation and tools used for process adherence will necessity to vary between National Instruments LabVIEW graphical evolution environment and text-based languages in order to account for differences in the code created. This paper highlights these differences and provides tips and techniques for meeting the CMMI requirements with NI LabVIEW.

    This document is supplied by Select National Instrumens Alliance ally V I Engineering

    1. What is CMMI?

    The purpose of CMMI is to provide guidance for improving an organization’s processes and its competence to manage the development, acquisition, and maintenance of products or services. CMMI places proven approaches into a structure that helps companies appraise organizational maturity or process zone capability, establish priorities for improvement, and implement these improvements. There are multiple CMMI models available. Consequently, you necessity to live prepared to determine which CMMI model best fits your organization’s process improvement needs. The zone to start is to select which disciplines you want to include in your process improvement program and select a model representation. The two representations are staged and continuous. 1

    Since LabVIEW as a language is focused on the test and measurement community, the most applicable disciplines are in the CMMI-SE/SW model which stands for Systems Engineering and Software Engineering. Choosing a representation for the CMMI-SE/SW model largely depends on the organization’s requirements. The continuous representation enables organizations to select which process areas are best suited for continuous improvement and pursue them in any order. The staged representation is designed to provide maximum profit through an implementation sequence of stages or Maturity Levels (ML). It besides requires an organization to satisfy everything process areas in a given ML before advancing to the next level. It is expected that everything DoD divisions and contractors select the staged representation due to DoD requirements. Both representations are comprised of the very process areas.

    This paper will assume the adoption of the staged representation. The staged representation consists of the following five levels.

    Level 1 – Initial.

    The software process is characterized as ad hoc, and occasionally even chaotic. Few processes are defined, and success depends on individual endeavor and heroics.

    Level 2 – Repeatable.

    Basic project management processes are established to track cost, schedule, and functionality. The necessary process discipline is in zone to reiterate earlier successes on projects with similar applications.

    Level 3 – Defined.

    The software process for both management and engineering activities is documented, standardized, and integrated into a gauge software process for the organization. everything projects exercise an approved, tailored version of the organization's gauge software process for developing and maintaining software.

    Level 4 – Managed.

    Detailed measures of the software process and product trait are collected. Both the software process and products are quantitatively understood and controlled.

    Level 5 – Optimizing.

    Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies.2

    Each level, with the exception of 1, is comprised of multiple process areas. In a staged representation everything process areas in a given smooth must live successfully met in order to achieve that level. Each process zone is comprised of specific goals and a separate generic goal; everything of which must live met in order to successfully meet that process area. The generic goal is the very for everything process areas within a given level, whereas specific goals are unique to the associated process area. Specific goals and generic goals are then comprised of specific practices and generic practices, respectively, and are considered expected model components. Expected components characterize what an organization will typically implement to achieve a required goal. Either the practices as described, or acceptable alternatives to them, are expected to live present in the planned and implemented processes of the organization before goals can live considered satisfied.

    Figure1. CMMI Model Components

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    2. profit or Burden

    While CMMI at first glance may materialize to live a burden, there are a number of documented cases to prove otherwise. Below are a few of the actual results realized after implementing CMMI.3

  • Reduced Cost
  • 20% reduction in unit software costs (Lockheed Martin M&DS)
  • Decreased evolution Time
  • Decreased the incurious number of days late from approximately 50 to fewer than 10 (General Motors)
  • Increased Quality
  • Reduction in defects institute from 6.6 per KLOC (1000 Lines of Code) to 2.1 over 5 causal analysis4 cycles (Northrop Grumman)
  • Improved Customer Satisfaction
  • While results will vary between organizations and maturity level, nearly everything organizations analyzed achieved a positive return.

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    3. Achieving smooth 2 per CMMI SE/SW - Staged

    To achieve CMMI smooth 2 an organization must meet the Generic Goals (GG) and Specific Goals (SG) for 7 process areas. Those areas are:

  • Requirements Management
  • Project Planning
  • Project Monitoring and Control
  • Supplier Agreement Management
  • Measurement and Analysis
  • Process and Product trait Assurance
  • Configuration Management
  • Generic Goals

    The GG for everything process areas in smooth 2 is to Institutionalize a Managed Process, which consists of 10 Generic Practices (GP).

    GG 2 Institutionalize a Managed Process

    GP 2.1 Establish an Organizational Policy

    GP 2.2 draw the Process

    GP 2.3 Provide Resources

    GP 2.4 allocate Responsibility

    GP 2.5 Train People

    GP 2.6 Manage Configurations

    GP 2.7 Identify and Involve pertinent Stakeholders

    GP 2.8 Monitor and Control the Process

    GP 2.9 Objectively Evaluate Adherence

    GP 2.10 Review Status with Higher smooth Management

    For some organizations, meeting this GG simply requires mapping their current processes to the generic practices. As famous earlier, many test and measurement organizations fail to believe particular processes and thus require more assistance.

    For those organizations, the VISTA consulting services are available to assist in a three phased approach. The first facet (Analysis) consists of a process assessment to understand the organizational goals, current evolution processes, evolution and process tools, and the guidelines which may live mapped to CMMI with minimal alteration. The result of this facet is a structured improvement draw to achieve ML 2 and the creation of a vision team. The second facet (Development) consists of mapping available guidelines to the generic and specific practices within each process area. Where there aren’t any guidelines in place, the VISTA consulting services will provide documentation and tailor it to meet both CMMI and customer requirements. During this phase, the evolution lifecycle (Modified Waterfall, Staged, etc) is defined to match organizational goals and project development. In this phase, tools are besides selected as needed to assist with GP 2.6, 2.8, and 2.9. The final facet (Implementation) consists of implementation of the process, documentation, guidelines, and tools. This facet includes training for the organization on the process, process related tools, and evolution guidelines. It is typical at the conclusion of this facet to provide an analysis of what is needed to achieve the next set of goals.

    Back to Top

    4. Requirements Management

    Requirements Management (RM) is the competence to manage requirements and the change repercussion throughout the evolution lifecycle. This is extremely well-known in a lifecycle process based on iterative evolution since changes are ongoing. The separate goal within the RM process zone is to manage requirements. The goal is further defined as “Requirements are managed and inconsistencies with project plans and travail products are identified.” To assist in implementing the SG 1, CMMI lists five specific practices:

    SG 1 Manage Requirements

    SP 1.1 Obtain an Understanding of Requirements

    SP 1.2 Obtain Commitment to Requirements

    SP 1.3 Manage Requirements Changes

    SP 1.4 Maintain Bidirectional Traceability of Requirements

    SP 1.5 Identify Inconsistencies between Project travail and Requirements

    SP 1.1 and 1.2 require a defined process to capture requirements and ensure their feasibility. Once the requirements are accepted, they necessity to live managed for changes. SP 1.3, 1.4, and 1.5 address this process. Once a requirement is changed, there must live a way to understand the repercussion that change will believe on other requirements and travail products. This link is often referred to as traceability. With bidirectional traceability it is then light to identify discrepancies between travail products and the requirements. It is feasible to meet SP 1.3, 1.4, and 1.5 through intensive manual tracking and involvement. Unfortunately, this approach is supine to human error and can live costly for a big group. There are a variety of commercial off-the-shelf (COTS) packages available to assist in meeting these three areas with prices ranging from a few hundred dollars to many thousands per user. High-end users may live interested in tools such as IBM Requisite Pro or Telelogic Doors. These tools are further enhanced with integration to the LabVIEW evolution environment through VISTA to ensure bidirectional traceability between requirements, test plans, and VIs. For those users that aren’t interested in the high-end tools, an light solution utilizes a Source Code Control (SCC) provider, such as Microsoft Visual SourceSafe or IBM ClearCase, with the VISTA Traceability Tracker. Both solutions may live tailored to meet CMMI requirements; therefore, the VISTA Consulting Services are available to abet devise a solution to fortunate each customer’s needs.

    Back to Top

    5. Project Planning

    The Project Planning (PP) process zone consists of three specific goals. These goals are focused on creating trustworthy estimates, developing a project draw based on those estimates, and gaining commitment to the draw by the stakeholders. Since changes are likely to occur throughout the project, a draw needs to live devised to address changes. Each goal consists of a number of specific practices designed to assist with implementation.

    SG 1 Establish Estimates

    SP 1.1 appraise the Scope of the Project

    SP 1.2 Establish Estimates of travail Product and chore Attributes

    SP 1.3 Define Project Life Cycle

    SP 1.4 Determine Estimates of endeavor and Cost

    SG 2 Develop a Project Plan

    SP 2.1 Establish the Budget and Schedule

    SP 2.2 Identify Project Risks

    SP 2.3 draw for Data Management

    SP 2.4 draw for Project Resources

    SP 2.5 draw for Needed learning and Skills

    SP 2.6 draw Stakeholder Involvement

    SP 2.7 Establish the Project Plan

    SG 3 Obtain Commitment to the Plan

    SP 3.1 Review Plans that influence the Project

    SP 3.2 Reconcile travail and Resource Levels

    SP 3.3 Obtain draw Commitment

    There are a variety of methods and tools available to meet SG 1 for software projects, such as COCOMO, Delphi, SEER, and others. Each mode requires a variety of inputs to assess risk, size, and other factors. Many of these inputs are matter on historical data from similar projects. Without trustworthy historical data the chances of creating an accurate appraise diminish quickly. Therefore, it is well-known to believe access to past projects’ metrics. For LabVIEW, this is easily accomplished through the VISTA Metrics Tracker which keeps track of nodes, GOBS, and man-time spent by project, user, and lifecycle phase.

    Once a trustworthy appraise is established, a project draw is needed to monitor progress and ensure successful completion. Developing this draw requires a defined process to account for potential issues such as project risks, data management, resources, skills, and stakeholder involvement. COTS packages such as MS Project and Primavera are useful in developing the initial draw to a corresponding budget and schedule requirements.

    The last goal within the PP process zone is Obtain Commitment to the Plan. This includes getting commitment to the initial draw and any and everything future modifications. Due to this requirement, SG 3 needs to live closely linked to the Requirements Management and Configuration Management process areas to ensure traceability and commitment to the reform plan.

    Back to Top

    6. Project Monitoring and Control

    After a project draw is established and the project begins, the Project Monitoring and Control (PMC) process zone accounts for quantifying progress and providing corrective actions based on actual versus draw deviations. The process zone consists of two specific goals and specific practices to assist with implementation of each:

    SG 1 Monitor Project Against Plan

    SP 1.1 Monitor Project Planning Parameters

    SP 1.2 Monitor Commitments

    SP 1.3 Monitor Project Risks

    SP 1.4 Monitor Data Management

    SP 1.5 Monitor Stakeholder Involvement

    SP 1.6 Conduct Progress Reviews

    SP 1.7 Conduct Milestone Reviews

    SG 2 Manage Corrective Action to Closure

    SP 2.1 anatomize Issues

    SP 2.2 purchase Corrective Action

    SP 2.3 Manage Corrective Action

    In order to meet SG 1, an organization must believe metrics to monitor the project against. Therefore, this process zone is closely linked to the Measurement and Analysis process zone which defines the metrics to live used for project plans and project monitoring. Examples of metrics for project monitoring include SLOC, GOBS, nodes, status, hours, issues, and earned value. It is often useful to track multiple metrics to gain more insight into the actual performance. For LabVIEW the best way of tracking actual results is through the VISTA Project Management implement and Metrics Tracker which records time, GOBS, nodes, status, and issues and compares it by user, file, and life cycle phase. These results may then live displayed through built-in actual versus planned reports or exported to MS Project for progress and milestone reviews.

    In order to meet SG 2, an organization must believe a process to address issues and deviations from the draw once they occur. There are a number of COTS-based tools to abet automate issue tracking from inception to resolution. The benefits of these tools are heavily based on the quantity of issues and the size of the organization. Many smaller organizations are successful by implementing issue tracking spreadsheets controlled with configuration management (CM). For LabVIEW developers the VISTA Issue Tracker is integrated within the evolution environment, enabling developers to easily allocate and review issues for specific VIs or the project.

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    7. Supplier Agreement Management

    One zone that is often neglected in a process improvement draw is Supplier Agreement Management (SAM). While an organization may live highly efficient in developing and managing their internal tasks, the overall project could live at risk if the suppliers are not able to deliver an acceptable solution. Within the SAM process zone are two goals:

    SG 1 Establish Supplier Agreements

    SP 1.1 Determine Acquisition Type

    SP 1.2 Select Suppliers

    SP 1.3 Establish Supplier Agreements

    SG 2 satisfy Supplier Agreements

    SP 2.1 Review COTS Products

    SP 2.2 Execute the Supplier Agreement

    SP 2.3 Accept the Acquired Product

    SP 2.4 Transition Products

    To meet SG 1, an organization must believe a process to determine the source of products (COTS, internal, outsource), then evaluate the available suppliers on predetermined criteria and finally establish a formal agreement to set expectations. With supplier agreements in place, the organization must ensure that the desired supplier’s products or services meet everything of the requirements of the project. Once determined, the organization may proceed in executing the agreement. Prior to final acceptance, the organization must once again ensure that the delivered product or service meets the requirements outlined in the agreement. After acceptance, the organization must integrate the product or service into the project. To assist in meeting the Supplier Agreement Management process area, the VISTA Consulting Services proffer custom plans and templates to meet SG 1 and 2.

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    8. Measurement and Analysis

    The purpose of the Measurement and Analysis (MA) process zone is to create quantifiable results for everything aspects of the engineering, management, and traffic areas. These results are the basis for many other process areas, including: Project Planning, Project Monitoring and Control, and Quantitative Project Management (ML 3). The initial focus of the MA process zone is at the project level; however, the results may prove useful in addressing organizational and/or enterprise-wide needs.5 The MA process zone includes two specific goals and many specific practices to sheperd implementation.

    SG 1 Align Measurement and Analysis Activities

    SP 1.1 Establish Measurement Objectives

    SP 1.2 Specify Measures

    SP 1.3 Specify Data Collection and Storage Procedures

    SP 1.4 Specify Analysis Procedures

    SG 2 Provide Measurement Results

    SP 2.1 Collect Measurement Data

    SP 2.2 anatomize Measurement Data

    SP 2.3 Store Data and Results

    SP 2.4 Communicate Results

    To successfully implement SG 1, an organization needs to understand improvement objectives and devise a mode of measuring those objectives. For LabVIEW, there are a variety of measures available to meet specific improvement objectives. The following table outlines a sample list of project objectives and corresponding measures.

    Table 1. Measurement Objectives and Measures

         Objective

        Measure

     Monitor evolution Progress

    Man Time Spent

     

    GOB 

     

    Nodes

     Monitor Budget

    Cost 

     

    Earned Value

     Monitor Quality

    Defects

     

    Peer Review Coverage 

     

    Path Coverage 

    Monitor Complexity 

     Cyclomatic Complexity

    Once the measures are defined, SG 2 requires a process to collect, anatomize and report results. For LabVIEW projects this is easily accomplished through integration of the VISTA Metrics Tracker with the VISTA Project Management implement and MS Project.

    Process and Product trait Assurance

    The purpose of Process and Product trait Assurance (PPQA)is to provide staff and management with objective insight into processes and associated travail products. The practices in the PPQA process zone ensure that planned processes are implemented, while the practices in the Verification (ML 3) process zone ensure that the specified requirements are satisfied. These two process areas may on occasion address the very travail product but from different perspectives. Projects should purchase dependence to minimize duplication of effort.6

    SG 1 Objectively Evaluate Processes and travail Products

    SP 1.1 Objectively Evaluate Processes

    SP 1.2 Objectively Evaluate travail Products and Services

    SG 2 Provide Objective Insight

    SP 2.1 Communicate and Ensure Resolution of Noncompliance Issues

    SP 2.2 Establish Records

    To successfully meet SG 1, an organization needs to develop a draw to objectively evaluate the processes and products. An organization may evaluate the processes and products by using predefined criteria to measure adherence to process descriptions, standards and procedures. For products, it is well-known to complete the evaluations at incremental milestones and prior to customer delivery. After completing the evaluation an organization must communicate the results to pertinent stakeholders, address everything noncompliance issues, and establish records to meet SG 2.

    Configuration Management

    The purpose of the CM process zone is to ensure the integrity of processes and products throughout the project lifecycle. This is accomplished through the implementation of three specific goals and many specific practices:

    SG 1 Establish Baselines

    SP 1.1 Identify Configuration Items

    SP 1.2 Establish a Configuration Management System

    SP 1.3 Create or Release Baselines

    SG 2 Track and Control Changes

    SP 2.1 Track Change Requests

    SP 2.2 Control Configuration Items

    SG 3 Establish Integrity

    SP 3.1 Establish Configuration Management Records

    SP 3.2 achieve Configuration Audits

    The first step in meeting the CM process zone is the establishment of baselines7. The CM process must first profile which items are required parts of a baseline. Typical configuration items may consist of code, uphold files (.mnu, .ini, .dll), documentation, requirements, and process guidelines. Once the configuration items are identified, organizations necessity to store the configuration items in a CM system. The CM system is liable for tracking and controlling changes to configuration items in a central repository. There are a number of COTS CM repositories such as Microsoft Visual SourceSafe and Rational ClearCase. When combined with the COTS CM repositories, the VISTA Configuration Management and Project Management Tools proffer the easiest solution to create, restore, and deploy baselines for LabVIEW applications.

    To meet SG 2, an organization requires a defined process to track and control changes. Once a change request occurs, the repercussion of the change should live assessed in order to gain corrective action to the project plan. Once a change is approved and made, the baseline must live updated.

    The final step in implementing the CM process zone is establishing integrity of the baseline. The first share to establish integrity is to maintain records about the configuration items. One way to accomplish this is to allocate a status to each configuration particular and version. The second share to establish integrity is through configuration audits. The role of the audits is to ensure the integrity of the items in the CM system and the baselines deployed. When deploying LabVIEW source code instead of executables, the best way to meet SG 3 is with the VISTA Configuration Management Tools and Integrity Tracker, which include an integrity check algorithm to ensure files match the reform baseline.

    Level 2 Summary

    In order to meet Maturity smooth 2, an organization needs to believe well defined processes for each process area, tools to meet or automate processes, and training. For organizations that find implementing everything of the areas at once difficult, choosing a few focus areas and the continuous representation may live a better choice. With over 100 man years of LabVIEW experience, process improvement tools, and advanced training options, the VISTA team is available to assist any organization in meeting their CMMI and process improvement goals.

    In pattern 2, CMMI Implementation with VISTA shows an specimen of how VISTA can abet an already structured evolution team better to meet CMMI smooth 2 and start a foundation to meet smooth 3.

    Figure 2. CMMI Implementation with VISTA

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    9. Planning for smooth 3

    Achieving smooth 2 is a big accomplishment for most organizations resulting in a vast array of benefits. For other organizations, smooth 2 is just the dawn for continuous process improvement. While smooth 2 focuses on creating a process to manage projects in order to gain repeatable results on similar projects, smooth 3’s goal is to create a process for the entire organization that not only defines how to manage the project but how to develop and test it as well. Since the goal is to believe a separate process for the entire organization, it is well-known to define and tailor guidelines to accommodate everything types of projects.

    To achieve smooth 3, an organization must meet 11 novel process areas. In addition, the organization must implement a novel GG for everything smooth 2 process areas. The goal is to institutionalize a defined process; the process used for each process zone must live share of the organizational gauge process or a tailored version thereof, and the used process must contribute to structure the organizational assets. Meeting this GG does not require the addition of novel tools, but does require the creation of a more tightly coupled process for the entire organization and confiscate tailoring guidelines. The 11 novel process areas that comprise smooth 3 are:

    Requirements Development

  • Technical Solution
  • Product Integration
  • Verification
  • Validation
  • Organizational Process Focus
  • Organizational Process Definition
  • Organizational Training
  • Integrated Project Management
  • Risk Management
  • Decision Analysis and Resolution
  • Since smooth 3 is focused on creating a process for the entire organization, a smooth 3 process should not live affected by the differences between developing a LabVIEW program or structure an instrument. Instead, these differences necessity to live addressed through tailoring guidelines specific to each ilk of project. Instead of going through each process area, the remaining portion of this paper will highlight four specific process areas that may require tailoring for LabVIEW projects or where tools are available to aid in adherence. These process areas are Technical Solution, Verification, Validation, and Risk Management.

    Technical Solution

    Achieving smooth 2 is a big accomplishment for most organizations resulting in a vast array of benefits. For other organizations, smooth 2 is just the dawn for continuous process improvement. While smooth 2 focuses on creating a process to manage projects in order to gain repeatable results on similar projects, smooth 3’s goal is to create a process for the entire organization that not only defines how to manage the project but how to develop and test it as well. Since the goal is to believe a separate process for the entire organization, it is well-known to define and tailor guidelines to accommodate everything types of projects.

    To achieve smooth 3, an organization must meet 11 novel process areas. In addition, the organization must implement a novel GG for everything smooth 2 process areas. The goal is to institutionalize a defined process; the process used for each process zone must live share of the organizational gauge process or a tailored version thereof, and the used process must contribute to structure the organizational assets. Meeting this GG does not require the addition of novel tools, but does require the creation of a more tightly coupled process for the entire organization and confiscate tailoring guidelines. The 11 novel process areas that comprise smooth 3 are:

    Verification

    Verification and validation are often confused with each other due to the similarities. CMMI defines Verification as “you built it right,” whereas validation is “you built the prerogative thing.” Verification is besides closely linked to the TS process area. After creating a component, such as a LabVIEW VI, it must live verified.

    The verification process zone consists of three goals. The first is to prepare for verification, which may live accomplished through a verification draw that details the components and procedures. The VISTA Documentation Template Set features sample plans for both verification and validation to assist organizations. The next goal is to achieve peer reviews. To enlarge the effectiveness of peer reviews, it is well-known to believe well documented and light to ensue code. The LabVIEW VI Analyzer Toolkit from National Instruments besides complements peer reviews to peek for specific issues. The last goal is to verify selected components, which requires a comparison of the current components to the requirements. The VISTA Configuration Management Tools gain linking the CM process zone to verification light by establishing confiscate labels to versions of each component and establishing novel baselines.

    Validation

    After the individual components are developed and verified, the components necessity to live integrated together into a final product. This process is defined in the Product Integration process area. Following the integration process, the resulting product must live validated according to the process defined in the validation process area. It is well-known to note that both verification and validation may occur at different stages of completion to ensure the components and products “were built correctly” and “are the reform items.”

    The validation process zone consists of two goals. The first is to prepare for validation, which may live accomplished through a validation draw that details the products, environment, and procedures. The VISTA Documentation Template Set features sample plans for both verification and validation to assist organizations. The second goal is to validate selected products and components, which requires a comparison of the expected performance to actual. The VISTA Configuration Management tools gain linking the CM process zone to validation light by establishing confiscate labels to versions of each component of the product and establishing a novel validated baseline.

    Risk Management

    The Risk Management process zone defines the process for identifying, analyzing, and addressing risks. Risk management lasts the entire duration of the evolution life cycle and may include risks ranging from technical to organizational. An specimen of a technical risk is the complexity of the code, as more complicated code will result in the risk of greater maintenance, verification, and validation time. Therefore the risk management strategy may state that a piece of software must live rewritten if it fails to meet a defined maximum complexity. For LabVIEW applications, the VISTA Path Tracker and Metrics Tracker may live used together to calculate the complexity as well as assess the risk associated with modifying code.

    Back to Top

    10. Summary

    Achieving CMMI smooth 2, 3, or higher is an intensive process that requires the dedication of everything involved. For LabVIEW groups, it may live difficult to understand the benefits, as most conclude not currently measure productivity, quality, and delivery. For these groups, the first step is to understand the grandiose cost of development. Only by understanding the cost of evolution are organizations able to set realistic goals and track improvement.

    By understanding process improvement and the LabVIEW community, VISTA is able to provide organizations with the resources needed to improve. Since organizations vary in their needs and maturity, VISTA offers solutions to address each customer’s unique situation. The solutions often include a mingle of consulting, training, and tools.

    Back to Top

    11. Resources

    1 From the "Getting Started with CMMI Adoption" at http://www.sei.cmu.edu/CMMI/adoption/CMMI-start.html

    2 From the "Capability Maturity Model Integration (CMMI), Version 1.1 (CMMI-SE/SW, V1.1)" at http://www.sei.cmu.edu/pub/documents/02.reports/pdf/02tr002.pdf

    4  Per “Capability Maturity Model Integration (CMMI), Version 1.1 (CMMI-SE/SW, V1.1),” casual analysis is defined as the analysis of defects to determine their cause

    5 From the “Capability Maturity Model Integration (CMMI), Version 1.1 (CMMI-SE/SW, V1.1)” at http://www.sei.cmu.edu/pub/documents/02.reports/pdf/02tr002.pdf

    6 From the “Capability Maturity Model Integration (CMMI), Version 1.1 (CMMI-SE/SW, V1.1)” at http://www.sei.cmu.edu/pub/documents/02.reports/pdf/02tr002.pdf

    7  Per “Capability Maturity Model Integration (CMMI), Version 1.1 (CMMI-SE/SW, V1.1),” a baseline is defined as the configuration information formally designated at a specific time during a product's or product component's life.

    This document is supplied by Select National Instruments Alliance ally V I Engineering

    V I Engineering is an engineering solutions provider specializing in test strategy consulting, engineering information management systems, test and control systems, and staffing support. With sustained growth since 1992, V I Engineering has delivered the results Military/Aerospace, Medical Device, Consumer Electronics, and Automotive customers require. If you are looking to drive traffic improvement through test, V I Engineering should live your value added partner. V I Engineering is a Select Alliance ally of National Instruments.


    Determine Announces 4th Quarter and Fiscal Year 2018 fiscal Results | killexams.com real questions and Pass4sure dumps

    June 26, 2018 16:15 ET | Source: Determine, Inc.

    CARMEL, Ind., June 26, 2018 (GLOBE NEWSWIRE) -- Determine, Inc. (NASDAQ:DTRM), a pioneering leader in global Source-to-Pay and Enterprise compress Lifecycle Management (ECLM) Cloud Platform solutions, announces fiscal results for its fourth quarter and fiscal year ended March 31, 2018.

    FY2018 GAAP fiscal Highlights:

                       (in thousands, except per share amounts)                 GAAP fiscal Measures    Q4 Q3 Q4 Change Change Twelve Months       FY 2018 FY 2018 FY 2017  Q/Q   Y/Y FY 2018 FY 2017 Change Y/Y Revenue - total $   6,776   $   7,467   $   7,535     (9.3 %)   (10.1 %) $   28,119   $   27,463     2.4 % Revenue - recurring $   5,467   $   5,552   $   5,628     (1.5 %)   (2.9 %) $   21,864   $   20,895     4.6 % Revenue - non-recurring $   1,309   $   1,915   $   1,907     (31.6 %)   (31.4 %) $   6,255   $   6,568     (4.8 %) Gross profit - total $   3,344   $   4,160   $   3,973     (19.6 %)   (15.8 %) $   14,621   $   13,838     5.7 % Gross profit - recurring $   3,378   $   3,649   $   3,696     (7.4 %)   (8.6 %) $   13,912   $   13,878     0.2 % Gross profit (loss) - non-recurring $   (34 ) $   511   $   277     (106.7 %)   (112.3 %) $   709   $   (40 )   1872.5 % Gross margin - total   49.4 %   55.7 %   52.7 % (6.3 pts ) (3.3 pts )   52.0 %   50.4 % 1.6 pts   Gross margin - recurring   61.8 %   65.7 %   65.7 % (3.9 pts ) (3.9 pts )   63.6 %   66.4 % (2.8 pts ) Gross margin - non recurring   (2.6 %)   26.7 %   14.5 % (29.3 pts ) (17.1 pts )   11.3 %   (0.6 %) 11.9 pts   Net loss $   (2,822 ) $   (2,346 ) $   (1,708 )   20.3 %   65.2 % $   (9,948 ) $   (9,452 )   5.2 % EPS $   (0.19 ) $   (0.16 ) $   (0.14 ) $   (0.03 ) $   (0.05 ) $   (0.69 ) $   (0.81 ) $   0.12                
  • GAAP revenue was $28.1 million in FY2018, compared to $27.5 million in FY2017, representing a 2.4% enlarge year-over-year.
  • GAAP grievous profit percentage was 52.0% in FY2018, compared to 50.4% in FY2017, representing a year-over-year enlarge of 1.6 percentage points.
  • Deferred revenues decreased 5.0% to $9.6 million in FY2018 from $10.1 million in FY2017.
  • GAAP net loss was $9.9 million or $0.69 per share in FY2018, compared to $9.5 million or $0.81 in FY2017, representing a $0.12 improvement year-over-year.
  • FY2018 Non-GAAP fiscal Highlights:

                       (in thousands, except per share amounts)                 Non-GAAP fiscal Measures  Q4 Q3 Q4 Change Change Twelve Months        FY 2018  FY 2018  FY 2017  Q/Q  Y/Y FY 2018 FY 2017 Change Y/Y Revenue - total $   6,776   $   7,467   $   7,535     (9.3 %)   (10.1 %) $   28,119   $   27,471     2.4 % Revenue - recurring $   5,467   $   5,552   $   5,628     (1.5 %)   (2.9 %) $   21,864   $   20,903     4.6 % Revenue - non-recurring $   1,309   $   1,915   $   1,907     (31.6 %)   (31.4 %) $   6,255   $   6,568     (4.8 %) Gross profit - total $   3,626   $   4,484   $   4,297     (19.1 %)   (15.6 %) $   15,897   $   15,192     4.6 % Gross profit - recurring $   3,646   $   3,916   $   3,967     (6.9 %)   (8.1 %) $   15,051   $   15,004     0.3 % Gross profit ( loss) - non-recurring $   (21 ) $   568   $   330     (103.6 %)   (106.2 %) $   846   $   188     350.0 % Gross margin - total   53.5 %   60.1 %   57.0 % (6.6 pts ) (3.5 pts)     56.5 %   55.3 % 1.2 pts   Gross margin - recurring   66.7 %   70.5 %   70.5 % (3.8 pts ) (3.8 pts)     68.8 %   71.8 % (3.0 pts ) Gross margin - non recurring   (1.5 %)   29.7 %   17.3 % (31.2 pts ) (18.8 pts)     13.5 %   2.9 % 10.6 pts   Net loss $   (1,726 ) $   (1,303 ) $   (428 )   32.5 %   303.3 % $   (5,487 ) $   (4,681 )   17.2 % EPS $   (0.12 ) $   (0.09 ) $   (0.04 ) $   (0.03 ) $   (0.08 ) $   (0.38 ) $   (0.40 ) $   0.02   Billings $   5,991   $   8,856   $   7,582     (32.4 %)   (21.0 %) $   27,610   $   27,177     1.6 %  
  • Non-GAAP revenue was $28.1 million in FY2018, compared to $27.5 million in FY2017, representing a 2.4% year-over-year increase.
  • Non-GAAP grievous profit percentage was 56.5% in FY2018, compared to 55.3% in FY2017, representing a 1.2 percentage point year-over-year increase.
  • Billings increased 1.6% to $27.6 million in FY2018 from $27.2 million in FY2017. Billings, a non-GAAP measure, are defined as revenue plus the change in deferred revenues.
  • Non-GAAP net loss was $5.5 million or ($0.38) per share in FY2018, compared to $4.7 million or ($0.40) per share in FY2017, representing an improvement of $0.02 per share year-over-year.
  • Non-GAAP EBITDA was ($2.5) million in FY2018, compared to ($1.8) million in FY2017, representing an additional loss of ($0.7) million year-over-year.
  • “I would sum up fiscal 2018 under the theme of ‘Doubling Down.’ They believe done this in everything areas of the company this past year, from their continued investment in and expansion of the capabilities on the Determine Cloud Platform, to key appointments of seasoned, industry experts on the leadership team and board, and to an even deeper focus on customer success and advocacy. These efforts are illustrated by their many advancements including the launch of their HIPAA compliance program which demonstrates their ongoing commitment to their valued – and growing - healthcare customers.  They further expanded advanced capabilities across the entire modular Source-to-Pay and compress Management continuum, often in collaboration with customer users. During Fiscal 2018, they seized the opening to bolster key positions within their Sales & Marketing, Partnership Management and Customer Success groups with veteran industry-recognized talent. These matter matter experts are censorious to supporting their efforts to achieve their pipeline and customer success goals. Concurrently, we’ve formalized a company-wide program with the goal of improving overall satisfaction and converting customers into advocates. These efforts are resulting in significant customer-directed product innovation as well as creating additional sales and upsell opportunities. As I famous previously, their goal is to exceed expectations at every stage ­– especially those of their customers. They are redoubling their efforts as they bolt confidently down that path.”— Patrick Stakenas, President, CEO and Director, Determine, Inc.

    FY2018 Determine traffic Highlights:

  • Q4 Annualized Bookings:  In Q4 FY2018, the revenue team delivered approximately $732,000 in annualized bookings to the company. Retail, cloud computing, chemical and technology sectors were particularly strong. 
  • Q4: Kevin Turner Brought Unparalleled Industry sustain to Determine, Inc. as Senior Vice President of Customer Success: The leading practitioner who wrote the book on customer success left a major competitor to bring more than 20 years of sustain as an eBusiness/eCommerce/SaaS professional to Determine. 
  • Q4: The Determine Cloud Platform Was Recognized in Seven disburse Matters 1Q 2018 SolutionMapsSM: Determine modular solutions swept across these influential vendor comparison rankings, including everything procurement categories, and moved ahead in its Value Leader ranking in E-Procurement. 
  • Q4: Determine, Inc. Successfully Met The Requirements to Comply with the Health Insurance Portability And Accountability Act (HIPAA) and Health Information Technology For Economic And Clinical Health (HITECH) Act: The HIPAA Compliance Program demonstrates Determine’s ongoing commitment to healthcare organizations and increasing customer confidence as examined by an independent third party, Schellman & Company. 
  • Q4: Global Source-to-Pay Leader Determine, Inc. Named One of the Most Trusted Brands of the Year by Insights Success Magazine: According to Editor-in-Chief Pooja Bansal, “Upon review of the 2018 nominees for Most Trusted Brands of the Year, and going through various factors such as technological utilization, strategic focus and global footprint, Determine, Inc., stood out as a pioneering global leader in providing SaaS Source-to-Pay and Enterprise compress Lifecycle Management (ECLM) solutions.” 
  • FY2018: novel Customer Expansions: In FY2018, Determine added an expanded roster of customer accounts in the US, UK, Europe and Nordics to the Determine Cloud Platform across its suite of Source-to-Pay and Enterprise compress Lifecycle Management solutions. Most notable, as announced during Q3, 100% novel customer growth in Q2 FY2018 was on the Determine Cloud Platform - a major achievement after just one year of going live. Key customer sectors included: pharmaceutical, retail, fiscal services, transportation, airline, agribusiness, consumer goods, scientific research and manufacturing. Examples of FY2018 Customer Expansions:
  • Q1: Orion Corporation, the leading Finnish global pharmaceutical and diagnostics company, selected Determine to optimize its source-to-contract effectiveness on the Determine Cloud Platform.
  • Q1: Scania (Great Britain) Limited, a share of the Volkswagen Group, selected the Determine Cloud Platform Sourcing, Supplier Management and compress Lifecycle Management solutions to drive its efficiency and future growth in Purchasing.
  • Q1: c2c, the award-winning U.K.-based train operator and share of leading European train operator Trenitalia, selected the Determine Cloud Platform to forward their strategic sourcing processes and compress management effectiveness.
  • Q2: Selecta TMP AG, the leading European vending and coffee services provider signed a multi-year Determine Sourcing renewal to assist in its rapid expansion across markets in Europe.
  • Q2: Monoprix, leading French retail group, integrated Procurement Solution on the Determine Cloud Platform to leverage the agility, ease of exercise and implementation speed which are hallmarks of Determine modular solutions.
  • Q3: SILVAN, one of the largest DIY consumer retailers in the Nordic region, decided to build its future on the Determine Cloud Platform with Sourcing, compress Management and Supplier Management.
  • Q4: Servier Group, a French pharmaceutical leader broadened a 10-year commitment to Determine, expanding exercise of the functional spectrum of the Determine Cloud Platform to complete Procure-to-Pay. 
  • FY2018: Product Enhancements: During FY2018, the Determine Cloud Platform further expanded advanced capabilities available to customers across the entire modular Source-to-Pay and compress Management continuum. Highlights include:
  • Platform-Wide / Determine Core:
  • Advanced UI Grid opened a novel chapter for UX evolution — it automatically creates a process hierarchy that spans individual records, departments and company-wide, simplifying and accelerating workflows.
  • A newly introduced ADA-Compliant vivid Palette color palette now allows for light reading for those with low or impaired vision , as well as overall enhanced navigation.
  • Sourcing:
  • By extending sourcing and compress integration, it enables contract(s) creation requests directly from an awarded sourcing event, defining compress type, terms, counterparties and other variables.
  • Supplier bid analysis now includes comparison between bids and a benchmark reference price to identify potential savings.
  • Newly integrated eAuction app enables English, Dynamic, Dutch and Japanese eAuction events.
  • Supplier Management:
  • Adding the competence to “tag” Suppliers now allows for light identification of certification status, reducing the potential for third-party risk.
  • Certification Management now enables a company to implement everything traffic rules and workflows needed to respect legislation and compliance requirements.
  •  Contract Management:
  • Enhanced CLM/Procure to Pay (P2P) compress integration now provides complete lifecycle capability of compress management, including complete P2P purchase contracts and budgets management capability, everything in one combined feature set.
  • The addition of Dynamic compress Creation now reduces the number of templates admins necessity for maintenance because one template can adjust dynamically to cover many exercise cases.
  • Procurement:
  • Enhanced eCommerce platform features provided a more user-friendly and intuitive experience, including catalog particular review and rate, similar particular comparison and particular sorting by relevance and price. 
  • Improved Catalog Management now benefits enterprise organizations that import numerous catalogs with thousands of items in each.  This improved functionality increases productivity and ease of use.  
  • Q3: Determine, Inc. Added Senior Industry Leaders to Board of Directors As Growth Accelerated: The appointment of two novel members to its Board of Directors, long-time industry veterans Bill Angeloni and Steve Sovik, brought an exceptional amount of talent, expertise and energy to travail with the Executive team in advising the company as it continues to grow. 
  • Q3: Industry-Leading Source-to-Pay Provider Determine Launched novel DetermineAlliance ally Program: The launch of the DetermineAlliance ally Program with an expanded global footprint established a truly collaborative ally forum to meet the end-to-end needs of customers now and in the future. 
  • Q2: Global Marketing Leadership: In September 2017, Determine named Gérard Dahan as Chief Marketing Officer and SVP of EMEA. He brought 25 years of sustain in leadership, sales management, traffic evolution and strategic marketing with global technology and services companies including Ivalua, BravoSolution, Ariba, Intel and IBM. 
  • Q2: Determine, Inc. Promoted Kevin Grande to general Counsel: As leader of Determine’s legal operations, he now provides strategic legal recommendation to management, sets internal governance policies and manages the repercussion of external factors. 
  • Q2: Determine Recognized in Multiple Categories in the Gartner Hype Cycle for Procurement and Sourcing Solutions, 2017: The Determine Cloud Platform was cited four times across categories - a testament to innovation and continuing focus on customer-centered product development. 
  • Q1: Determine, Inc. joined Russell Microcap® Index: Membership in the Russell Microcap® Index was a recognition of everything the value that has been created by the innovative thinking and difficult travail of the Determine team. 
  • Q1: Determine, Inc. Named Industry Veteran Sean Regan as Vice President of Global Alliances: to spearhead and manage a dynamic traffic ecosystem of partnerships with leading global companies to deliver the best in source-to-pay and compress management solutions and services.
  • Conference summon and Webcast Tuesday, June 26, 2018 at 5:00 PM (Eastern Time)

      Participant Conference summon Numbers: Toll-Free:  1-877-407-0789 Toll/International: 1-201-689-8562 Participant Webcast Link: http://public.viavid.com/index.php?id=130010     Replay Dial-in Information: Toll-Free:  1-844-512-2921 Toll/International:  1-412-317-6671 From:  06/26/18 at 8:00 pm Eastern Time  To:  07/03/18 at 11:59 pm Eastern Time  Replay Pin Number:  13680590    

    Related: http://investor.determine.com

    Non-GAAP fiscal Measures

    To supplement their fiscal results presented in accordance with Generally Accepted Accounting Principles (GAAP), this press release and the accompanying tables accommodate inescapable non-GAAP fiscal measures, including non-GAAP revenue, non-GAAP grievous profit, non-GAAP net income and non-GAAP earnings per share, which they believe are helpful in understanding their past fiscal performance and future results. For reconciliations of these non-GAAP fiscal measures to the most directly comparable GAAP fiscal measures, please behold the section of the accompanying tables titled, “GAAP to Non-GAAP Reconciliations”. Their non-GAAP fiscal measures are not meant to live considered in isolation or as a substitute for comparable GAAP measures and should live read in conjunction with their consolidated fiscal statements prepared in accordance with GAAP.

    The inequity between GAAP and non-GAAP revenue is due to the repercussion of revaluing the deferred revenue balances acquired from primarily b-pack as required by GAAP purchase accounting.

    The inequity between GAAP and non-GAAP grievous profit is the inequity in GAAP versus non-GAAP revenues as well as the elimination of the amortization of acquisition related intangibles, stock based compensation and severance expense from the costs of revenue. Non-GAAP net loss excludes the non-GAAP grievous profit items as well as acquisition related costs.

    Our management regularly uses their supplemental non-GAAP fiscal measures internally to understand and manage their traffic and forecast future periods; as such, they believe it is useful for investors to understand the effects of these items on their total operations. Further, please note that their non-GAAP revenue is intended to reflect the complete amount of revenues that would believe been otherwise recorded by the acquired entities of Iasta and b-pack, while their non-GAAP grievous profit besides excludes the amortization of intangibles that occurred due to the acquisition of the entities of Iasta and b-pack.

    Annualized Bookings are an operating measure not derived from the company’s revenues or any other amounts presented in accordance with GAAP in the company’s statement of income, balance sheet or statement of cash flows or other equivalent statements.

    Forward-looking Statements

    Certain statements in this release and elsewhere by Determine are forward-looking statements within the import of the federal securities laws and the Private Securities Litigation Reform Act of 1995. Such statements may include, without limitation, statements regarding traffic outlook, assessment of market conditions, anticipated fiscal and operating results, strategies, product and channel development, future plans, contingencies and contemplated transactions of the company. Such forward-looking statements are not guarantees of future performance and are matter to known and unknown risks, uncertainties and other factors which may occasions or contribute to actual results of company operations, or the performance or achievements of the company or industry results, to vary materially from those expressed, or implied by the forward-looking statements. In addition to any such risks, uncertainties and other factors discussed elsewhere herein, risks, uncertainties and other factors that could occasions or contribute to actual results differing materially from those expressed or implied for the forward-looking statements include, but are not limited to fluctuations in require for Determine’s products and services, risks of losing key personnel or customers, protection of the company’s intellectual property and government policies and regulations, including, but not limited to those affecting the company’s industry. Determine undertakes no obligation to publicly update any forward-looking statements, whether as a result of novel information, future events or otherwise. Additional risk factors concerning the company can live institute in the company’s most recent profile 10-K as filed by the company with the Securities and Exchange Commission.

    Supporting Resources

    Determine Blog

    Determine on LinkedIn

    Determine on Twitter

    Determine Resources

    About Determine, Inc.

    Determine, Inc. (NASDAQ:DTRM) is a leading global provider of SaaS Source-to-Pay and Enterprise compress Lifecycle Management (ECLM) solutions. The Determine Cloud Platform provides procurement, legal and finance professionals analytics of their supplier, compress and fiscal performance. Their technologies empower customers to drive novel revenue, identify savings, better compliance and mitigate risk.

    The Determine Cloud Platform seamlessly integrates with major ERP or third-party systems such as SAP, Oracle, Sage, QAD and Microsoft. Modular solutions can live configured to add more as needed to provide additional value beyond disburse management. Their unified master database and traffic process approach empower users at every smooth to gain more informed and smarter decisions.

    For more information, please visit: www.determine.com.

    Media Relations:

    Mike MitchellDetermine Inc.+1.650.532.1590pr@determine.com



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