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

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

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IBM Assessment- IBM traffic Process

Assessing IBM’s $34 billion crimson Hat acquisition | killexams.com actual Questions and Pass4sure dumps

As you watch at the $34 billion IBM-crimson Hat deal announced the day prior to this, in case you follow the traffic intently, it seems dote a very beneficial circulate, at the least on its face. It can subsist years earlier than they ensnare into account the prerogative cost of it for IBM (or want thereof, reckoning on how it subsequently goes). The questions stands then, is this a savvy movement, a desperate one or most likely a bit of each. It turns out, it is topic upon whom you ask.

For starters, there's the sheer amount of money worried, a 63 p.c top class on Friday’s closing fee of simply below $117 a share. IBM spent $one hundred ninety a share, but as Ray Wang, founder and chief analyst at Constellation analysis spoke of, purple Hat didn’t always are looking to subsist sold, so IBM had to overpay to rep their enterprise.

Wang sees cloud, Linux and protection as the huge drivers on IBM’s half. “IBM is doubling down on the cloud, however they are also going for a seize in Linux for their biggest and most essential open supply communities and some of the more recent tech on red Hat protection,” he informed TechCrunch. He acknowledges that it’s an immense top rate for the inventory, but he believes IBM needs the M&A motion to pressure down consumer acquisition costs and constrain up recede promote.

picture: Ron Miller

IBM is putting a large wager prerogative here says Dharmesh Thakker, widespread accomplice at Battery Ventures, believing it to subsist price 30x its latest income in the next 12 months. “for sure, the hybrid cloud possibility that they now accommodate been working on the remaining few years, is precise and IBM/Cisco/HP/Dell All need a piece of this action going forward because the $300B in datacenter expend receives dislocated through public and hybrid cloud providers,” Thakker explained in a press release.

He believes this deal could actually set off a novel set of mega mergers between the ordinary tech carriers and cloud native, container and DevOps organizations over the following few months.

IBM CEO Ginni Rometty was positively giddy on the possibilities of a mixed IBM-crimson Hat in a appellation with analysts and press this morning, pointing out that only 20 % of enterprise workloads were moved to the cloud. She sees a large probability, one she initiatives to subsist worth $1 trillion by artery of 2020. preserving in humor you should definitely ensnare market projections with a grain of salt, here is undoubtedly a large market and one which Oracle and Microsoft accommodate additionally focused.

She referred to that crimson Hat turned into a rare traffic certainly. “purple Hat by itself has been a towering price company and has finished a stately job with improbable boom, is totally profitable and generates cash. There are not many organizations available that watch dote that in this enviornment,” Rometty said.

Slide: IBM

Dan Scholnick, well-known accomplice at Trinity Ventures, whose investments accommodate covered novel Relic and Docker, become now not terribly impressed with the deal, believing it smacked of desperation on IBM’s part.

“IBM is a declining traffic that by hook or by crook should develop into valuable in the cloud era. pink Hat is not the reply. red Hat’s traffic facilities around an working gadget, which is a layer of the technology stack that has been completely commoditized by using cloud. (if you use AWS, which you could rep Amazon’s OS for gratis, so why would you pay crimson Hat?) crimson Hat has NO Story for cloud,” he claimed in a press release.

That might now not subsist a completely reasonable assessment. while pink Hat traffic Linux is a huge Part of the business’s revenue, it’s no longer the only piece. Over the ultimate brace of years it has moved into Kubernetes and containerization and has grown the cloud endemic facet of the enterprise alongside RHEL.

actually, Forrester analyst Dave Bartoletti sees the cloud endemic piece as being key here. “The combined enterprise has a number one Kubernetes and container-based mostly cloud-native building platform, and a much broader open supply middleware and developer tools portfolio than either enterprise one at a time. whereas any acquisition of this size will ensnare time to play out, the combined company will subsist certain to reshape the open supply and cloud platforms marketplace for years to approach back,” he mentioned.

photo: IBM

Wang believes the deal may hinge on how long pink Hat CEO Jim Whitehurst, who had led the company for over a decade, stays with the unit. according to IBM, they are going to retain the pink Hat company and operate it as an independent entity inner large Blue. “If Whitehurst doesn’t stick around for awhile, the deal might recede south,” he noted. however the enterprise could dangle the CEO job when Rometty decides to depart as incentive to live.

Regardless, Wall road turned into now not utterly chuffed with IBM’s stream with their stock down All day. needless to declare the 63 percent top rate IBM paid for the inventory has driven red Hat higher today.

The deal ought to circulate shareholder muster, however given the top class IBM has provided, it’s difficult to believe they'd flip it down. moreover, due to the fact these companies operate internationally, they're discipline to the global regulatory approval procedure. They won’t formally approach together unless at the least the second half of subsequent 12 months on the soonest. That’s when they could start to subsist taught even if this become a superb or determined circulation by IBM.


Modernizing IBM i Apps with Microservices | killexams.com actual Questions and Pass4sure dumps

November 7, 2018 Alex Woodie

software modernization potential different things to distinct people. For some, it could subsist turning a 5250 divulge into a web or mobile interface, or replacing database entry with SQL. however for others within the IBM i community, together with the vendor OpenLegacy, modernization refers to exposing latest traffic logic as APIs through a microservices architecture.

Microservices refers to a software construction mode whereby applications are damaged down into distinct self-contained accessories and served via APIs in a loosely coupled but coordinated method. The main expertise of this mode is each and every microservice is developed independently of others, that could expand productiveness and outcomes in additional resilient functions. It’s pretty a stately deal the direct philosophical balky of the monolithic mode behind many (if no longer most) IBM i functions.

The up to date allotted microservices structure is equivalent in some respects to the service oriented structure (SOA) approach that rose to prominence within the early 2000s, including the componentization of traffic technique and reliance on APIs. however, there are crucial distinctions that set microservices, including using lighter weight API protocols akin to leisure (instead of soap and XML) and using containerization applied sciences dote Kubernetes and Docker.

whereas microservices accommodate been in the word slightly, they’re nonetheless especially novel and there's lots of work being finished at the minute to develop the tooling that agencies can use to build and expose their own microservices. A fresh survey by artery of microservices application provider Perficient organize that 70% of groups are investigating microservices architectures, however are facing IT headwinds as the businesses shift to develop into more agile and DevOps-concentrated.

Microservices are being adopted with novel functions, however that doesn’t subsist substantive they’re irrelevant to existing ones. A simultaneous red Hat survey discovered that about basically 80% of clients of its Kubernetes platform, called OpenShift, accommodate been microservices as a Part of their efforts to re-architect latest purposes.

To do sure, there are lots of studies of agencies adopting microservices technologies and thoughts to profit more value from legacy systems. In its simultaneous whitepaper “How APIs Can Modernize Legacy techniques,” API management company MuleSoft discusses how a number of substantial groups dote Siemens and Mount Sinai fitness device re-architected company methods housed in legacy systems dote IBM mainframes round APIs, which greater access to the programs while decreasing upkeep charges.

MuleSoft helps the IBM i platform with its API administration platform. which you could also ascertain IBM i guide with one of the most top-tier API administration providers, comparable to IBM with its associate providing, CA applied sciences and its Layer 7 providing, and Google with its Apigee providing.

APIs are a core enabling constituent of microservices. however more and more companies are searching for microservices structures to back accelerate the introduction of a microservices architecture of their atmosphere. One vendor establishing one of these microservice platform for IBM i is OpenLegacy.

A microservices structure makes it viable for company common sense to subsist known as via APIs in decentralized and resilient style. (graphic courtesy Smartbear.)

the novel Jersey-based mostly company has been plying the software modernization waters for IBM mainframe and IBM i with its API-centric providing on the grounds that it burst onto the scene a brace of years ago. on the time, the company turned into espousing its skill to re-package and expose company processes on IBM i and mainframe programs as particular person soap and repose APIs.

but as momentum has constructed round microservices, OpenLegacy has adapted its API strategy and adopted the microservices approach to legacy modernization, in line with OpenLegacy Chief Product Officer Zeev Avidan. “Two years ago they were initially of that adventure,” Avidan tells IT Jungle. but now we’re presenting a complete microservice architecture out of the container.”

The company’s microservices-based mostly utility integration platform has a number of components, Avidan says. There’s a Java-primarily based utility building apparatus (SDK) that exposes an individual traffic procedure as an API and additionally makes it viable for users to add novel capabilities, reminiscent of analytics or safety. This JDK generates a typical Java demur that subsist served from the IBM i server or any other environment with a JVM. The runtime atmosphere instantiates what’s known as a microservices “mesh” that makes it viable for the functions to subsist invoked. There’s additionally a management console that lets administrators manage what’s going on.

OpenLegacy is gaining traction with its microservice providing in the banking and assurance box, Avidan says. The enterprise has dissimilar consumers worldwide which are exposing IBM i and mainframe traffic processes as microservices by means of leisure APIs.

“It permits them to create digital offering and digital interfaces that tug information shape their mainframe, and doing it devoid of using any middleware,” Avidan says. “in order that they don’t want MQ or any of those issues. It’s a prerogative away connection. It’s scalable and it performs very smartly.”

There’s nothing stopping IBM i and mainframe shoppers from establishing their own microservices. “It’s no longer inconceivable to do. you could completely create APIs using those strategies,” Avidan says. “The problem with that is All that work is guide.”

To rep a headstart on microservices, many businesses pay methods integrators to generate APIs for them, which they can then expose as Part of a microservices architecture. while that may additionally work, it doesn’t recede away the consumer with the capability to trade and conform those microservices going ahead, Avidan says.

“What you really need isn't somebody to recede and construct it for you,” he says. “What you really need and what their customers recognise, is you need that muscle of growing the functions yourselves, as a result of that's a core competency nowadays. if you’re now not able to current mercurial and back the company in terms of growing those functions, then that’s an issue . . . . You want the muscle and the greatest mode to finish that is to accommodate a set of apparatus and technology to finish it yourself.”

OpenLegacy isn’t the best supplier focused on IBM i APIs and microservices. Rocket application additionally has an offering in this area, referred to as Rocket API, while LANSA also has the competence to generate RESTful services with its “low code” building atmosphere. Rogue Wave application‘s Zend subsidiary is also chasing the market with its XML Toolkit, and there are most likely others.

Whichever tools and concepts you utilize to generate microservices, there’s a fine probability that microservices will play a extra well-known position in IBM i utility modernization in the foreseeable future.

connected reports

visible LANSA Goes Low-Code With exorbitant Tech replace

One IBM i Route Into the API economic system

Goodbye, Java commercial enterprise edition. hiya, Jakarta EE

Don’t subsist the Eeyore of Digital progress, OpenLegacy Says

What’s Legacy Now: WSDLs and saved procedures

For OpenLegacy, Modernization Is All in regards to the APIs


IBM and VMware better Partnership to accelerate up enterprise Hybrid Cloud Adoption and Digital Transformation | killexams.com actual Questions and Pass4sure dumps

greater than 1,seven hundred global businesses, together with Banca Carige and CNH Industrial undertake IBM Cloud and capabilities for VMware options

BARCELONA, Spain, Nov. 06, 2018 (GLOBE NEWSWIRE) -- nowadays at VMworld® Europe 2018, IBM (NYSE: IBM) and VMware, Inc. (NYSE: VMW) introduced novel choices to abet accelerate up traffic hybrid cloud adoption. This contains a brand novel IBM functions providing to aid migrate and extend mission-important VMware workloads to the IBM Cloud, and novel integrations to assist businesses to modernize applications with Kubernetes and containers.

so far, the IBM and VMware partnership has helped more than 1,700 agencies including Banca Carige and CNH Industrial undertake IBM Cloud for VMware solutions.

in keeping with research from Ovum, whereas 20 % of company strategies accommodate already moved to the cloud, eighty percent of mission-critical workloads and delicate facts are nevertheless running on-premises on account of efficiency and regulatory necessities [1]. agencies want an open, hybrid cloud mode to constructing, operating and deploying purposes in a multi-cloud atmosphere. IBM and VMware are supplying novel solutions to back businesses accelerate hybrid cloud adoption with out incurring the can charge and random usually associated with retooling operations, re-architecting applications and re-designing security guidelines.

As a Part of nowadays’s news, IBM is enabling a completely computerized, totally available managed international cloud architecture for mission-crucial VMware workloads designed to abet firms avert downtime for cloud applications and automate failovers within an IBM Cloud place. This architecture might subsist managed with the aid of IBM services and might subsist deployed throughout IBM Cloud’s 18 availability zones within the U.S., Europe and Asia-Pacific.

Mission-crucial workloads are defined as essential to the survival of the enterprise and so famous that outages accommodate an result on company integrity. The IBM retort is designed to back these workloads at a focused combination availability better than many shoppers can currently obtain with on-premises environments. The retort comprises IBM Cloud infrastructure, VMware application-defined information center technologies, Intel® Optane™ DC SSD and IBM capabilities that cover quite a lot of commercial enterprise wants including networks, storage, resiliency and different tools constructed for monitoring and troubleshooting cloud applications.

additionally, IBM and VMware introduced novel technology collaborations to aid enterprises to modernize purposes with containers regardless of even if they are deploying on-premises, in the inner most cloud or in the public cloud. 

IBM Cloud inner most Hosted can now subsist keep in on VMware vCenter Server on IBM Cloud, which helps the administration and orchestration of virtual machines and containers within a measure protection mannequin and private community. With IBM Cloud inner most Hosted on VMware vCenter Server, shoppers can containerize stateless accessories of a virtualized application while holding stateful accessories equivalent to databases in the digital computer. It also permits consumers to modernize applications with the IBM Cloud private catalogue of features including Blockchain, AI and adventure functions, among many others.

moreover IBM Cloud inner most Hosted, IBM Cloud for VMware solutions at the minute are integrated with the IBM Cloud Kubernetes service, which gives a fully managed Kubernetes ambiance so clients can pay attention to utility construction.

To supply a unified networking solution that allows you to bridge IBM Cloud inner most and the IBM Cloud Kubernetes carrier, IBM is expanding use of virtual cloud networking with the adoption of VMware NSX-T statistics center. because the groundwork for a software-based mostly network architecture that promises capabilities to purposes and information anyplace they can subsist found, NSX-T provides constant networking and protection for All deployment fashions, including VM, containerized and bare steel. NSX-T has been validated by using IBM as a supported community stack for IBM Cloud deepest.

To back on-premises workloads, VMware vRealize Operations is now attainable on IBM power systems. With VMware vRealize Operations for vigor, IT managers can video parade a heterogenous infrastructure from a single dashboard, permitting them to more correctly confiscate elements and free them from the time-consuming process of switching between dissimilar tools to control a sprawling infrastructure.

IBM and VMware also announced that VMware will use Watson to abet expand customer provider across VMware back portals. as a substitute of static drop downs, now VMware customers can leverage Watson to promptly and simply communicate with the portal in herbal language. Watson is designed to ascertain product category and edition, anatomize concerns and appropriate those concerns with an authority engineer for quicker determination and a stronger consumer abet experience.

IBM and VMware remain dedicated to providing novel options and services to back organisations enhance their cloud journey. nowadays at VMworld Europe, VMware CEO Pat Gelsinger, and Arvind Krishna, Senior vice chairman, Hybrid Cloud, announced on stage the formation of a Joint Innovation Lab with dedicated engineers so that it will carry much more game altering options and functions.

“The VMware and IBM partnership builds upon the strengths of both groups. VMware is relied upon by pretty much each substantial traffic nowadays, including one hundred percent of the Fortune a hundred. these days these agencies can readily and securely extend these workloads into IBM’s global public cloud the use of Hybrid Cloud Extension for huge-scale bulk migration and bi-directional utility mobility,” referred to Pat Gelsinger, chief executive officer, VMware. “Now with the newest advancements in their relationship, we’re making it viable for valued clientele to stream, modernize and operate any software – VM or containerized, typical or mission-crucial – within the IBM Cloud.”

“these days’s announcement is a testament to their a success and long-standing partnership with VMware that has yielded outstanding enterprise results for hundreds of valued clientele globally on their route to digital transformation,” observed Martin Jetter, senior vice president, international technology capabilities, IBM. “With these novel functions and solutions, agencies can migrate and modernize their most famous VMware workloads on the IBM Cloud in a extremely comfy, open, multi-cloud environment. Their purpose is to abet customers Cut back risk and avert any disruptions in a cloud ambiance with a view to remain laser focused on innovation.”

international companies Adopting IBM Cloud for VMware solutions for Hybrid Cloud StrategyAdoption of IBM Cloud for VMware solutions continues to grow as organisations embody hybrid cloud ideas to assist them generate novel company value from their statistics.

CNH Industrial, a leader in the capital items sector operating within the agricultural and development device, commercial cars, belt of expertise automobiles and powertrain segments, has signed a multi-12 months cloud agreement with IBM. As a Part of its cloud approach, CNH Industrial will prolong VMware workloads from on-premises infrastructure to the IBM Cloud to deliver stronger flexibility, can charge efficiencies, output resilience and consistency in conducting its operations to supply most advantageous in classification customer provider. in the course of the cloud contract, CNH Industrial will additionally use IBM Cloud private and Watson synthetic Intelligence to radically change its traffic processes.

Banca Carige, one of the most leading Italian banking organizations with greater than 500 years of culture, 519 branches and over 1 million valued clientele, is adopting a hybrid cloud approach to simplify its IT environment and optimize its applications as it evolves prerogative into a digital pecuniary institution. Banca Carige will use IBM Cloud for VMware solutions throughout public and personal cloud environments to allow the adoption of massive records methodologies, analytics and cognitive tools, with the purpose of enhancing commercial competitiveness.

For information on All information announcements issued at VMworld 2018 Europe, please visit theOnline Press equipment.

extra ResourcesRead a standpoint on state-of-the-art VMworld 2018 Europe information from Joe Baguley, vice president & Chief technology Officer, EMEA at VMware: “VMworld 2018 Europe – Enabling a more Digital, connected enterprise”

About IBM CloudWith $19B in annual cloud earnings, IBM is the international leader in enterprise cloud with a platform designed to meet the evolving wants of traffic and society. affecting past productiveness and price improvements, the IBM Cloud is tuned for the AI and statistics calls for that are driving genuine differentiation in brand novel business. IBM's private, public and hybrid offerings deliver the global scale companies should back innovation throughout industries.

About VMwareVMware software powers the area’s complicated digital infrastructure. The business’s compute, cloud, mobility, networking and security choices give a dynamic and productive digital groundwork to over 500,000 valued clientele globally, aided by using an ecosystem of 75,000 partners. Headquartered in Palo Alto, California, this yr VMware celebrates twenty years of leap forward innovation benefiting traffic and society. For more counsel, please seek advice from https://www.vmware.com/company.html.

VMware, VMworld, vCenter, vCenter Server, NSX-T, NSX-T data middle, vRealize, and vRealize Operations are registered logos or emblems of VMware, Inc. or its subsidiaries within the united states and different jurisdictions.

this article may also comprise hyperlinks to non-VMware websites that are created and maintained with the aid of third parties who are entirely chargeable for the content material on such sites.

[1] Roy Illsley: distinguished Analyst, Infrastructure solutions Quoting figures from the 2018-19 novel release of Ovum’s annual ICT traffic Insights Survey of more than 6000 companies globally.https://ovum.informa.com/products-and-services/statistics-services/ict-commercial enterprise-insights

Media ContactsKen LotichVMware international Communications916-740-4335klotich@vmware.com

Kaveri CamireVice President, IBM Communications914-625-6395kcamire@us.ibm.com

Sarah MurphyIBM Media Relations336-337-7584srmurphy@us.ibm.com




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

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

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Assessment- IBM traffic Process Manager Advanced V7.5, Integration Develop

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KMWorld Trend-Setting Products of 2011 | killexams.com actual 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 comprehend a broad spectrum of capabilities. A Web content management system, for example, contains functionality for, say, collaboration, gregarious media, analytics, records management, etc. Enterprise search is a appliance for text mining, sentiment analysis, legal discovery, substantial data and more. So, as they continue to emphasize, knowledge 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 participate 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 exertion that culminates with a progression of conference calls to finalize the list that follows. It's a substantial job and a certainly lively and sometime contentious process. All of us accommodate their prejudices based on specific areas of interest/expertise, and because the panel requests anonymity to avoid the onslaught of e-mail, I do the final decision. trust me, people accommodate tried to bully their artery on the list, which isn't a beneficial 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 inaugurate on Page 18, September KMWorld 2011, Vol 20, Issue #8 and are also 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 gregarious 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 knowledge Group: KM Solutions built on SharePoint-collaboration and knowledge management solutionsfor government, commercial and non-profit clients

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

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

Attensity: Respond 5.1-multichannel customer date application.

Attivio: energetic 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 mercurial Search to more than 30 enterprise systems.

Box.net: Cloud Content Management-allows sharing, managing and accessing All 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 prerogative knowledge management solution with enhanced usability for administrators and knowledge authors and editors with tools for the internationalization of knowledge 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 knowledge 360 Solutions for Customer Service-enables access to actionable knowledge from organizations' information.

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

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

Denodo: Data Virtualization and Data Federation-creates virtual, real-time single 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 subsist 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 knowledge 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 do 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, gregarious computing, brand integrity, site attribute and operational security.

HP: HP TRIM 7-a records management system with SharePoint back 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 gregarious Networking-integrated suite of content, collaboration and knowledge management tools within a single, secure gregarious traffic platform.

InQuira: Customer suffer 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 suffer across a variety of interaction channels, including corporate Web sites, agent desktops, gregarious 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 gregarious networking platform.

JustSystems: XMetaL-enables content creators to create, collaborate and reuse information that can subsist 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 back growing information and the need 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 knowledge 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: gregarious Sites 2.0-enterprise collaboration software designed for smooth integration with SharePoint 2010.

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

Nunwood: Fizz knowledge Management-allows organizations to optimize their existing knowledge work 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 All management capabilities needed to handle each type of enterprise content-including traffic documents, records, Web content, digital, e-mail, forms, reports, etc.

Oracle: Enterprise Manager 11g-integrated IT management designed to expand 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 smooth 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 single article procurement, with copyright-compliant, same-day delivery. Click here for more product details.

RightAnswers: Unified knowledge Platform-provides a knowledgebase for IT back and a knowledge foundation for the organization.

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

Rivet Logic: ECM Solutions-transform traditional content repositories and static intranets into collaborative work 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 orbit of automated text analysis and content enrichment services, including auto-tagging and auto-classification capabilities.

SAS: SAS Text Analytics, SAS Rapid Predictive Modeler-extract apropos information to divulge patterns, sentiments and relationships among documents; allow traffic analysts and topic 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 intellectual 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 sense 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 expand insight and enhance gregarious 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 sense 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 building 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 gregarious Enterprise Web to discuss, tag, task, participate and badge internal or external content.

Vivisimo: Customer suffer Optimization (CXO)-connects customer-facing professionals with information required for successful customer, confederate 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 actual 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 orbit 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 need to vary between National Instruments LabVIEW graphical development 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 confederate 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 belt capability, establish priorities for improvement, and implement these improvements. There are multiple CMMI models available. Consequently, you need to subsist prepared to settle which CMMI model best fits your organization’s process improvement needs. The belt to start is to select which disciplines you want to comprehend 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 capitalize through an implementation sequence of stages or Maturity Levels (ML). It also requires an organization to meet All process areas in a given ML before advancing to the next level. It is expected that All DoD divisions and contractors select the staged representation due to DoD requirements. Both representations are comprised of the identical 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 exertion and heroics.

Level 2 – Repeatable.

Basic project management processes are established to track cost, schedule, and functionality. The necessary process discipline is in belt to repeat 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 measure software process for the organization. All projects use an approved, tailored version of the organization's measure software process for developing and maintaining software.

Level 4 – Managed.

Detailed measures of the software process and product attribute 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 All process areas in a given flush must subsist successfully met in order to achieve that level. Each process belt is comprised of specific goals and a single generic goal; All of which must subsist met in order to successfully meet that process area. The generic goal is the identical for All 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 subsist present in the planned and implemented processes of the organization before goals can subsist considered satisfied.

Figure1. CMMI Model Components

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2. capitalize or Burden

While CMMI at first glance may materialize to subsist 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 development Time
  • Decreased the average number of days late from approximately 50 to fewer than 10 (General Motors)
  • Increased Quality
  • Reduction in defects organize 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 All organizations analyzed achieved a positive return.

    Back to Top

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

    To achieve CMMI flush 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 attribute Assurance
  • Configuration Management
  • Generic Goals

    The GG for All process areas in flush 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 artery the Process

    GP 2.3 Provide Resources

    GP 2.4 allot Responsibility

    GP 2.5 Train People

    GP 2.6 Manage Configurations

    GP 2.7 Identify and Involve apropos Stakeholders

    GP 2.8 Monitor and Control the Process

    GP 2.9 Objectively Evaluate Adherence

    GP 2.10 Review Status with Higher flush 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 accommodate detailed 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 development processes, development and process tools, and the guidelines which may subsist mapped to CMMI with minimal alteration. The result of this facet is a structured improvement artery 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 development lifecycle (Modified Waterfall, Staged, etc) is defined to match organizational goals and project development. In this phase, tools are also 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 development 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.

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    4. Requirements Management

    Requirements Management (RM) is the competence to manage requirements and the change impact throughout the development lifecycle. This is extremely famous in a lifecycle process based on iterative development since changes are ongoing. The single goal within the RM process belt is to manage requirements. The goal is further defined as “Requirements are managed and inconsistencies with project plans and work 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 work 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 need to subsist managed for changes. SP 1.3, 1.4, and 1.5 address this process. Once a requirement is changed, there must subsist a artery to understand the impact that change will accommodate on other requirements and work products. This link is often referred to as traceability. With bidirectional traceability it is then smooth to identify discrepancies between work products and the requirements. It is viable to meet SP 1.3, 1.4, and 1.5 through intensive manual tracking and involvement. Unfortunately, this approach is recumbent to human oversight and can subsist costly for a large 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 subsist interested in tools such as IBM Requisite Pro or Telelogic Doors. These tools are further enhanced with integration to the LabVIEW development 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 smooth solution utilizes a Source Code Control (SCC) provider, such as Microsoft Visual SourceSafe or IBM ClearCase, with the VISTA Traceability Tracker. Both solutions may subsist tailored to meet CMMI requirements; therefore, the VISTA Consulting Services are available to abet devise a solution to appropriate each customer’s needs.

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    5. Project Planning

    The Project Planning (PP) process belt consists of three specific goals. These goals are focused on creating reliable estimates, developing a project artery based on those estimates, and gaining commitment to the artery by the stakeholders. Since changes are likely to occur throughout the project, a artery needs to subsist 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 assay the Scope of the Project

    SP 1.2 Establish Estimates of work Product and job Attributes

    SP 1.3 Define Project Life Cycle

    SP 1.4 Determine Estimates of exertion 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 artery for Data Management

    SP 2.4 artery for Project Resources

    SP 2.5 artery for Needed knowledge and Skills

    SP 2.6 artery 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 work and Resource Levels

    SP 3.3 Obtain artery 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 topic on historical data from similar projects. Without reliable historical data the chances of creating an accurate assay diminish quickly. Therefore, it is famous to accommodate 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 reliable assay is established, a project artery is needed to monitor progress and ensure successful completion. Developing this artery 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 artery to a corresponding budget and schedule requirements.

    The final goal within the PP process belt is Obtain Commitment to the Plan. This includes getting commitment to the initial artery and any and All future modifications. Due to this requirement, SG 3 needs to subsist closely linked to the Requirements Management and Configuration Management process areas to ensure traceability and commitment to the remedy plan.

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    6. Project Monitoring and Control

    After a project artery is established and the project begins, the Project Monitoring and Control (PMC) process belt accounts for quantifying progress and providing corrective actions based on actual versus artery deviations. The process belt 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 ensnare Corrective Action

    SP 2.3 Manage Corrective Action

    In order to meet SG 1, an organization must accommodate metrics to monitor the project against. Therefore, this process belt is closely linked to the Measurement and Analysis process belt which defines the metrics to subsist used for project plans and project monitoring. Examples of metrics for project monitoring comprehend 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 artery of tracking actual results is through the VISTA Project Management appliance 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 subsist 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 accommodate a process to address issues and deviations from the artery 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 development environment, enabling developers to easily allot and review issues for specific VIs or the project.

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    7. Supplier Agreement Management

    One belt that is often neglected in a process improvement artery is Supplier Agreement Management (SAM). While an organization may subsist highly efficient in developing and managing their internal tasks, the overall project could subsist at risk if the suppliers are not able to deliver an acceptable solution. Within the SAM process belt 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 meet 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 accommodate 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 All 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 belt is to create quantifiable results for All 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 belt is at the project level; however, the results may prove useful in addressing organizational and/or enterprise-wide needs.5 The MA process belt includes two specific goals and many specific practices to guide 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 development 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 appliance and MS Project.

    Process and Product attribute Assurance

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

    SG 1 Objectively Evaluate Processes and work Products

    SP 1.1 Objectively Evaluate Processes

    SP 1.2 Objectively Evaluate work 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 artery 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 famous to complete the evaluations at incremental milestones and prior to customer delivery. After completing the evaluation an organization must communicate the results to apropos stakeholders, address All noncompliance issues, and establish records to meet SG 2.

    Configuration Management

    The purpose of the CM process belt 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 effect Configuration Audits

    The first step in meeting the CM process belt is the establishment of baselines7. The CM process must first outline which items are required parts of a baseline. Typical configuration items may consist of code, back files (.mnu, .ini, .dll), documentation, requirements, and process guidelines. Once the configuration items are identified, organizations need to store the configuration items in a CM system. The CM system is amenable 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 impact of the change should subsist assessed in order to do corrective action to the project plan. Once a change is approved and made, the baseline must subsist updated.

    The final step in implementing the CM process belt is establishing integrity of the baseline. The first Part to establish integrity is to maintain records about the configuration items. One artery to accomplish this is to allot a status to each configuration particular and version. The second Part 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 artery to meet SG 3 is with the VISTA Configuration Management Tools and Integrity Tracker, which comprehend an integrity check algorithm to ensure files match the remedy baseline.

    Level 2 Summary

    In order to meet Maturity flush 2, an organization needs to accommodate well defined processes for each process area, tools to meet or automate processes, and training. For organizations that find implementing All of the areas at once difficult, choosing a few focus areas and the continuous representation may subsist 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 design 2, CMMI Implementation with VISTA shows an instance of how VISTA can abet an already structured development team better to meet CMMI flush 2 and inaugurate a foundation to meet flush 3.

    Figure 2. CMMI Implementation with VISTA

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    9. Planning for flush 3

    Achieving flush 2 is a large accomplishment for most organizations resulting in a vast array of benefits. For other organizations, flush 2 is just the birth for continuous process improvement. While flush 2 focuses on creating a process to manage projects in order to gain repeatable results on similar projects, flush 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 accommodate a single process for the entire organization, it is famous to define and tailor guidelines to accommodate All types of projects.

    To achieve flush 3, an organization must meet 11 novel process areas. In addition, the organization must implement a novel GG for All flush 2 process areas. The goal is to institutionalize a defined process; the process used for each process belt must subsist Part of the organizational measure process or a tailored version thereof, and the used process must contribute to building 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 flush 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 flush 3 is focused on creating a process for the entire organization, a flush 3 process should not subsist affected by the differences between developing a LabVIEW program or building an instrument. Instead, these differences need to subsist addressed through tailoring guidelines specific to each type 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 flush 2 is a large accomplishment for most organizations resulting in a vast array of benefits. For other organizations, flush 2 is just the birth for continuous process improvement. While flush 2 focuses on creating a process to manage projects in order to gain repeatable results on similar projects, flush 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 accommodate a single process for the entire organization, it is famous to define and tailor guidelines to accommodate All types of projects.

    To achieve flush 3, an organization must meet 11 novel process areas. In addition, the organization must implement a novel GG for All flush 2 process areas. The goal is to institutionalize a defined process; the process used for each process belt must subsist Part of the organizational measure process or a tailored version thereof, and the used process must contribute to building 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 flush 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 also closely linked to the TS process area. After creating a component, such as a LabVIEW VI, it must subsist verified.

    The verification process belt consists of three goals. The first is to prepare for verification, which may subsist accomplished through a verification artery 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 effect peer reviews. To expand the effectiveness of peer reviews, it is famous to accommodate well documented and smooth to follow code. The LabVIEW VI Analyzer Toolkit from National Instruments also complements peer reviews to watch for specific issues. The final goal is to verify selected components, which requires a comparison of the current components to the requirements. The VISTA Configuration Management Tools do linking the CM process belt to verification smooth by establishing confiscate labels to versions of each component and establishing novel baselines.

    Validation

    After the individual components are developed and verified, the components need to subsist integrated together into a final product. This process is defined in the Product Integration process area. Following the integration process, the resulting product must subsist validated according to the process defined in the validation process area. It is famous 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 remedy items.”

    The validation process belt consists of two goals. The first is to prepare for validation, which may subsist accomplished through a validation artery 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 do linking the CM process belt to validation smooth by establishing confiscate labels to versions of each component of the product and establishing a novel validated baseline.

    Risk Management

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

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    10. Summary

    Achieving CMMI flush 2, 3, or higher is an intensive process that requires the dedication of All involved. For LabVIEW groups, it may subsist difficult to understand the benefits, as most finish not currently measure productivity, quality, and delivery. For these groups, the first step is to understand the prerogative cost of development. Only by understanding the cost of development 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 comprehend a mingle of consulting, training, and tools.

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    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 confederate 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 subsist your value added partner. V I Engineering is a Select Alliance confederate of National Instruments.


    Determine Announces 4th Quarter and Fiscal Year 2018 pecuniary Results | killexams.com actual 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 contract Lifecycle Management (ECLM) Cloud Platform solutions, announces pecuniary results for its fourth quarter and fiscal year ended March 31, 2018.

    FY2018 GAAP pecuniary Highlights:

                       (in thousands, except per participate amounts)                 GAAP pecuniary 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% expand year-over-year.
  • GAAP flagrant profit percentage was 52.0% in FY2018, compared to 50.4% in FY2017, representing a year-over-year expand 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 participate in FY2018, compared to $9.5 million or $0.81 in FY2017, representing a $0.12 improvement year-over-year.
  • FY2018 Non-GAAP pecuniary Highlights:

                       (in thousands, except per participate amounts)                 Non-GAAP pecuniary 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 flagrant 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 participate in FY2018, compared to $4.7 million or ($0.40) per participate in FY2017, representing an improvement of $0.02 per participate 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 accommodate done this in All 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 contract Management continuum, often in collaboration with customer users. During Fiscal 2018, they seized the chance to bolster key positions within their Sales & Marketing, Partnership Management and Customer Success groups with veteran industry-recognized talent. These topic matter experts are critical 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 trek 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 suffer to Determine, Inc. as Senior Vice President of Customer Success: The leading practitioner who wrote the bespeak on customer success left a major competitor to bring more than 20 years of suffer as an eBusiness/eCommerce/SaaS professional to Determine. 
  • Q4: The Determine Cloud Platform Was Recognized in Seven expend Matters 1Q 2018 SolutionMapsSM: Determine modular solutions swept across these influential vendor comparison rankings, including All 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 aplomb 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 contract 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 contract 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, pecuniary 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 Part of the Volkswagen Group, selected the Determine Cloud Platform Sourcing, Supplier Management and contract Lifecycle Management solutions to drive its efficiency and future growth in Purchasing.
  • Q1: c2c, the award-winning U.K.-based train operator and Part of leading European train operator Trenitalia, selected the Determine Cloud Platform to forward their strategic sourcing processes and contract 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 use and implementation accelerate 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, contract Management and Supplier Management.
  • Q4: Servier Group, a French pharmaceutical leader broadened a 10-year commitment to Determine, expanding use 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 contract Management continuum. Highlights include:
  • Platform-Wide / Determine Core:
  • Advanced UI Grid opened a novel chapter for UX development — 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 smooth reading for those with low or impaired vision , as well as overall enhanced navigation.
  • Sourcing:
  • By extending sourcing and contract integration, it enables contract(s) creation requests directly from an awarded sourcing event, defining contract 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 smooth identification of certification status, reducing the potential for third-party risk.
  • Certification Management now enables a company to implement All traffic rules and workflows needed to respect legislation and compliance requirements.
  •  Contract Management:
  • Enhanced CLM/Procure to Pay (P2P) contract integration now provides complete lifecycle capability of contract management, including complete P2P purchase contracts and budgets management capability, All in one combined feature set.
  • The addition of Dynamic contract Creation now reduces the number of templates admins need for maintenance because one template can adjust dynamically to cover many use 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 work with the Executive team in advising the company as it continues to grow. 
  • Q3: Industry-Leading Source-to-Pay Provider Determine Launched novel DetermineAlliance confederate Program: The launch of the DetermineAlliance confederate Program with an expanded global footprint established a truly collaborative confederate 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 suffer in leadership, sales management, traffic development 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 advice to management, sets internal governance policies and manages the impact 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 All the value that has been created by the innovative thinking and hard work 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 contract 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 pecuniary Measures

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

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

    The incompatibility between GAAP and non-GAAP flagrant profit is the incompatibility 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 flagrant profit items as well as acquisition related costs.

    Our management regularly uses their supplemental non-GAAP pecuniary 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 accommodate been otherwise recorded by the acquired entities of Iasta and b-pack, while their non-GAAP flagrant profit also 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 sense 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 pecuniary 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 topic to known and unknown risks, uncertainties and other factors which may cause or contribute to actual results of company operations, or the performance or achievements of the company or industry results, to differ 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 cause 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 exact 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 duty 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 subsist organize in the company’s most recent shape 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 contract Lifecycle Management (ECLM) solutions. The Determine Cloud Platform provides procurement, legal and finance professionals analytics of their supplier, contract and pecuniary 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 subsist configured to add more as needed to provide additional value beyond expend management. Their unified master database and traffic process approach empower users at every flush to do 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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