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C2030-283 exam Dumps Source : Foundations of IBM Cloud Computing Architecture V3

Test Code : C2030-283
Test denomination : Foundations of IBM Cloud Computing Architecture V3
Vendor denomination : IBM
: 39 real Questions

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IBM Foundations of IBM Cloud

IBM/pink Hat - The Calculus Of The Cloud Stays The identical | killexams.com real Questions and Pass4sure dumps

1.0 govt summary

Getting perquisite to the point, I’m skeptical that the pink Hat (RHT) acquisition is going to live meaningful over the lengthy-term for IBM’s (IBM) enterprise or share price. I worry that crimson Hat can too finally intermission up being IBM’s (greater precisely Ginni Rometty’s) “Compaq”, as in Hewlett-Packard’s (NYSE:HPE) questionable buy of that commerce years ago.

The argument that the “sum” of IBM + RedHat is greater than the particular person parts isn't notably mighty in my opinion. i am struggling to retain in mind the exciting value proposition offered via the mixed groups after reading the transcript of the analyst convention call that adopted the announcement. above all, the frequent conception that the joint technology stacks by hook or by crook radically exchange the “calculus of the cloud” simply doesn’t invent experience to me. thus, whereas some analysts believe expressed difficulty over the $34 billion cost tag, my focal point here is in particular on IBM’s technology arguments and market probability arguments used to warrant the purchase.

As a disclosure, I happened to dispose of my ultimate position in IBM in October of this yr, as I begun shedding shares a short time after I wrote IBM – A Turning or Sinking Ship in 2017. I too worked for IBM years in the past inside the methods administration division, long before the word “cloud” existed in the terminology of unconcerned tips know-how.

within the sections that observe, any referenced rates are pulled from the in the hunt for Alpha transcript of IBM and purple Hat’s analyst convention call which followed the acquisition announcement, until otherwise stated. I’m additionally attaching the transcript to this document for convenience.

2.0 WHICH CLOUD IS IT

Ginni Rometty notes that “[IBM] could live the undisputed quantity [1] chief in hybrid-cloud….[with the acquisition of] crimson Hat, the world’s leading company of open-cloud solution[s] and the emerging chief in the platform for hybrid-cloud and multi-cloud.” Ms. Rometty, and different individuals on the analyst name, exercise “hybrid-cloud” and “multi-cloud” terminology slightly interchangeably; but, I regard some definition is advantageous to add some precision to their evaluation.

Wikipedia gives a nice, succinct definition of multi-cloud:

Multi-cloud is the exercise of numerous cloud computing and storage capabilities in a lone heterogeneous architecture.

We note that in a multi-cloud structure, the clouds may too live public, private, or some admixture of each.

And here is IBM’s definition of “hybrid-cloud”:

A hybrid cloud makes exercise of a private cloud basis combined with the strategic integration and exercise of public cloud services.

So, a hybrid-cloud makes exercise of at least one inner most cloud, along with as a minimum one public cloud and for this intuition is fairly characterized by means of a non-public-public structure. they will then regard of a hybrid-cloud as a kind of a multi-cloud.

Multi-Cloud and Hybrid-Cloud Diagram

source: Yves Sukhu

This ample inequity is a bit of essential seeing that IBM stresses its means to in particular trap a great share of the growing hybrid-cloud architecture market by means of purple Hat’s applied sciences.

3.0 QUESTIONABLE ASSUMPTIONS

With their definitions in hand, let’s check why IBM is doing this deal. individually, the reasons expressed on the analyst denomination boil utter the route down to an acquisition predicated upon three main assumptions:

  • together, there's a unique synergy between IBM and pink Hat’s technology stacks such that the admixture offers powerful differentiation within the areas of hybrid-cloud and multi-cloud computing versus competing solutions from the likes of AWS (AMZN), Microsoft Azure (MSFT), Google Compute (GOOG), and so on.
  • Hybrid-cloud and multi-cloud computing solutions will (doubtless) power larger deal sizes and live more ecocnomic for IBM, with many commercial enterprise consumers simply nascence to prance the majority of their purposes to heterogeneous cloud architectures.
  • The hybrid-cloud market goes to live value $1 trillion.
  • undoubtedly, any flaws in these assumptions would weaken the premise for the deal itself. Let’s determine each.

    three.1 FIRST ASSUMPTION: something OPEN, whatever thing wonderful?

    Ginni Rometty presents investors here client requirement as a groundwork for the wedding with crimson Hat:

    “…The #1 issue [customers are] asserting to us is, hello, they – these other clouds, they’re proprietary. They desire an open solution [with] no lock-in. So prance it across diverse cloud environments with out a lock-in, [that’s] what the two of us achieve together…after which they say, it has obtained to address statistics safety in a multi-cloud environment and then give us a means to manage a multi-cloud ambiance.”

    There are a number of issues to unpack here. Ms. Rometty means that “other” clouds are proprietary and there is a client requirement for “an open answer”. I don’t exactly grasp into account what she’s getting at here. She implies within the quote that valued clientele accept “locked in” with (definite) cloud environments; but, in its place, these consumers are looking to live in a position to movement their purposes with ease from cloud to cloud. i'm scratching my head as a result of what Ms. Rometty’s “customers” are calling lock-in looks to live related to their software structure, and not the cloud atmosphere they are working on. A poorly designed cloud application will live challenging to prance no recollect what cloud it's running on. The converse is additionally actual: a well-designed cloud software should live effortless(ier) to circulate from one cloud to an extra. I contemplate about many readers are widespread with the thought and technology of containers, comparable to Docker. For readers that may live unfamiliar with the term, I present an light if slightly imprecise rationalization: containers supply a route to package the entire “materials” that an application should run:

    Illustration of Container concept

    supply: Docker/Datamation

    As they behold in the illustration above, a container can “include” whatever an software must operate. In Somewhat of an over-simplification, if they are looking to prance a containerized-application from one cloud to one other, they simply “raise” the container up from its present cloud and drop the container on the brand modern cloud. Readers who may additionally now not live confidential with Docker and its container expertise may believe an interest to notice that it utter started as, and is, an open-supply software venture; the company too raised capital in late 2017 at a $1+ billion valuation.

    So, increasing on the utility of containers:

    “traditionally, applications or workloads frequently needed to live rebuilt earlier than they may well live migrated to an additional ambiance. The answer to here is container expertise. due to the fact containers are isolated from neighboring containers and comprise every Little thing they should dash the utility, you can comfortably movement them to another [cloud] environment with out compatibility complications.”

    supply: Kumina

    As this Datamation article notes, “it was…the…users [of cloud services] who demanded that this expertise exist within public clouds that drove the [container] innovations that now exist.” In different phrases, users wanted an easier solution to package and rush their functions between clouds; and that in flip spurred the common public cloud providers (AWS, Azure, Google, IBM, etc.) to provide container deployment elements and functions.

    One closing factor to invent about containers is that functions may encompass a couple of containers, by which case container orchestration software is used to automate and simplify the management of utter these containers. Kubernetes, an additional open-source venture firstly begun at Google, is among the natural orchestration methods (with Docker Swarm for sample of a different).

    Coming back to Ms. Rometty’s point that purchasers don’t are looking to live “locked in” and in its region wish to live in a position to rush functions throughout multiple cloud environments, they (consumers) can certainly try this these days if they design and set up their applications accurately, with containers as an instance of 1 expertise that can too live quite valuable. She, truly, makes this very point stating “…[We] were constructing and they believe been very focused on hybrid and multi-cloud…based on open applied sciences. So we’ve developed on containers, Kubernetes…[and] multi-cloud supervisor turned into simply introduced closing week…” however, let’s live clear: the different major cloud service providers (e.g. Amazon, Microsoft, and many others.) too present container and container orchestration features. for that reason, the IBM Cloud is not basically differentiated on this element; yet, with the crimson Hat acquisition, IBM does gain crimson Hat OpenShift which offers price-added performance constructed around Docker and Kubernetes. whereas there changed into no specific dialogue on the analyst name, in utter probability IBM believes that its latest container administration and cloud administration features can live augmented in such a means via OpenShift as to leapfrog the competitors when the exercise of the “married” technologies for multi-cloud environments. but, if that’s actual, why now not notably talk about the capabilities that the mixed groups will believe that could live advanced to others?

    Frankly, it appears to me that IBM’s present cloud capabilities added to OpenShift are not going to live a great “game changer”. first off, any integration between IBM’s cloud expertise stack and crimson Hat’s will invent the effort; time which opponents will actually exercise to their skills to invent positive they don't look to live left behind. second, I’ve already notable that OpenShift is in accordance with Docker and Kubernetes which potential pink Hat’s cost-add is built across the identical core used by route of many others; however, the competition has and should continue to ameliorate an identical cost-added offerings as well. Third, if there became some “killer” set of cloud functionalities that the mixed stacks would generate, I’d want to regard the companies would believe made that clear; however they believe not (as a minimum no longer yet). Fourth, there is nothing that “ties” OpenShift to the IBM Cloud; accept as even with that purple Hat’s personal OpenShift deployment “offerings” page – which I captured presently after the deal announcement – in reality highlights AWS as a deployment platform:

    pink Hat OpenShift Deployment Tiers

    source: pink Hat

    Now, pink Hat additionally offers OpenStack, in line with an additional set of open-source applied sciences, which will too live used by using organizations to construct out their own deepest clouds and has synergy with Ansible, purple Hat’s language for DevOps. OpenStack hence supports IBM’s initiatives round hybrid-cloud deployments. although, as with OpenShift, I’m now not absolutely convinced that placing this solution below an IBM umbrella is going to cause a incredibly differentiated providing, nor to a sudden acceleration of private cloud adoption amongst enterprise consumers. First off, IBM already had its personal solution stack during this area, IBM Cloud inner most. on account that IBM expressed such bullish sentiment about the hybrid-cloud market on the analyst call, I’m in reality a Little surprised this unavoidable solution offering changed into no longer outlined throughout the name. Assuming the hybrid-cloud enviornment is as “hot” as IBM suggests, one could hope that IBM inner most Cloud has been selling neatly; why now not call attention to the technology then? here is possibly a refined point and could live an indecent extrapolation on my part, nevertheless it leads me to examine yourself if the hybrid-cloud market is as stalwart as IBM suggests it's, and will be. too as the up to now linked article notes, IBM is not on my own with an providing here, nor had been they “first” to market with one. Microsoft added Azure Stack over a yr earlier than IBM introduced its competing answer to market. IBM may wrangle that Azure Stack, for example, is proprietary whereas their open-supply platform offers customers utter the liberty and benefits that open-supply solutions deliver. It’s a worthwhile argument, and it could more strongly aid Ms. Rometty’s remark that customers don’t wish to live locked-in. after all, with an open-supply-based mostly deepest cloud platform, a consumer can regulate and lengthen it as they desire, which certainly is not workable to the identical extent with a closed answer. it will believe been valuable if IBM provided some facts aspects to believe in mind if a vogue toward open-source exists inside the hybrid-cloud market, and principally for private-cloud deployments. within the absence of particulars, i am left a bit of skeptical that red Hat OpenStack goes to materially change the “power” of IBM’s hybrid (deepest/public) cloud providing.

    If they tie utter of this again to Ms. Rometty’s quote initially of the area, it looks to fortify that consumer comments round “an open [cloud] solution and not using a lock-in” look slightly invalid when when you regard that the technologies (e.g. containers, orchestration) which believe already advanced to provide cloud clients with the utility portability that they want. The remark has better validity when one considers the architectural possibilities of a personal cloud within a hybrid-cloud environment; however, as I wrangle above, there appears to live an absence of statistics which might insinuate valued clientele scrawny toward non-proprietary (e.g. open-source-primarily based) deepest cloud deployments.

    To summarize, I don’t (at the moment) behold anything else definitely wonderful that emerges through a admixture of both groups’ cloud stacks. To live fair, the organizations need time to ameliorate tightly built-in solutions, and IBM is yet to follow the vigor of its structure organization against pink Hat’s technologies. but, if I’m rectify that “there isn't an unpleasant lot to survey perquisite here” when it comes to the joint stacks, this insight would, of course, at once undermine Ms. Rometty’s suggestion that both groups may live a transparent leader, particularly in hybrid-cloud options.

    three.2 2d ASSUMPTION: shoppers are just GETTING utter started

    Ms. Rometty mentions, more than once, that we're coming into a second allotment of cloud adoption (“chapter 2” as she calls it). within the first part, customers moved their “easiest” workloads to the cloud with a value-savings focus. These workloads represented the prevalent Pareto-rule 20% of customer functions; and as a consequence, eighty% of applications remain to live transitioned to the cloud. Ms. Rometty states:

    “[Customers have] acquired to prance [these remaining 80% of applications]. They both ought to rewrite, refactor, invent a determination what goes the place, secure the facts. These are inhibitors that quit them from going [to the cloud]. So here's handiest going to live achieved this circulation to the 80%, in case you can circulation facts and applications across diverse cloud[s], invent that moveable…”

    She continues…

    “but this is an inflection element, and if [customers are] going to accept previous that and rush the different eighty% which is ready utter their methods and their facts they want what we’re going to present together, this powerful atmosphere. And so this eighty% is…about…unlocking enterprise price…the customary customers has a thousand application[s] and the commonplace client already has 5…that they behold some as many as many as 16 clouds.”

    the first remark, “[customers have] got to movement…”, is cost debating. advantageous judgment tells us that not utter purposes are always an excellent apt for a cloud deployment for any number of explanations: required dependencies don't look to live with ease replicated in a cloud ambiance, protection concerns, need of charge-reductions, and so forth. So, consumers certainly achieve not believe to prance the bulk of their functions to a cloud architecture. youngsters, possibly Ms. Rometty is enjoying just a Little together with her phrases, and is asserting with slightly of “dressing” that the style towards cloud adoption will continue…which it evidently will.

    but, I believe there is play to problem what she says within the next few statements. She explains that “[customers] both ought to rewrite, refactor, achieve to a determination what goes the place…” certainly, IBM and other technology providers will, as they believe already got, live afforded with opportunities to champion consumers migrate unavoidable functions to cloud environments. That’s first rate tidings for IBM’s very colossal carrier enterprise, and there is intent to contemplate the features neighborhood will profit slightly from the pink Hat buy. These opportunities basically certainly grow in scope and salary/earnings expertise to the extent that these purposes are migrated to incredibly disbursed fashions working on (possibly) heterogeneous cloud systems (e.g. multi-cloud). So, I regard Jim Kavanaugh, IBM’s CFO, as it should live cited that “[distributed cloud solutions] hastens their merge shift to larger price...and is accretive to their shameful earnings margin…”

    however, there is a counter-argument to believe perquisite here. in region of rewriting/refactoring latest legacy applications, valued clientele might too as an alternative opt for “off-the-shelf” options (SaaS or otherwise) which may too display to live more low in cost, contemporary, and simpler to preserve. for example, Salesforce.com (CRM) and Workday (WDAY) actually didn’t obtain their market penetration as a result of customers opted to redecorate any homegrown CRM and HR purposes respectively. unluckily, IBM doesn’t focus on the COTS fashion and its skills move on their projections for transforming into their cloud related revenues.

    moving to IBM’s pretense that multi-cloud environments may live extra regular in the future, as per Ms. Rometty’s commentary that “the common client already has 5 [clouds]…”, there is some statistics to backup what the company is adage here: a TechRepublic survey from 2017, for example, mentioned that most of companies surveyed had already adopted a hybrid-cloud architecture. however, they recognize that IT tends to prance in cycles. believe about what happened with the customer-server computing paradigm where “server sprawl” at final gave strategy to server explanation and a push for homogeneity amongst programs. Is it no longer feasible that they might too behold whatever identical with cloud, where customers “awaken” sooner or later and examine themselves why they believe got 5 clouds once they can live able to operate with 1? accept as even with one of the crucial leading specifications for the Pentagon’s present $10 billion JEDI cloud project: they're (for the second) insistent that the challenge award and linked computing workloads will go/run on a lone cloud. As readers can too comprehend, IBM is likely one of the bidders on the task and formalized their objection to the govt Accountability workplace (GAO) for the requirement of a homogenous cloud ambiance. Assuming the Pentagon gets its means and is a success with its deployment, if the offshoot of protection (DOD) can operate on a lone cloud, then why does a given enterprise need upwards of sixteen clouds (the exercise of the “intense” illustration from IBM’s quote)?

    The overarching theme here is that Ms. Rometty’s position that the “remaining” 80% of legacy consumer applications are just waiting to live moved into a multi-cloud environment has vulnerable aspects. however it had been strong, I’m no longer positive IBM essential to expend $34 billion on red Hat to trap these alternatives. I already argued within the outdated area that IBM had present capabilities in the identical cloud technology areas the region crimson Hat operates. If they believe about Ms. Rometty’s remark about “rewriting/refactoring”, what does purple Hat present perquisite here that IBM doesn't already have? this is work that sits squarely in the area of IBM’s functions community; a bunch that may “plug in” pink Hat’s know-how, or some other cloud expertise, the region it makes experience in keeping with client requirements.

    but, the pink Hat acquisition aside, if it seems that multi-cloud architectures at final “cut back” to easier, lone cloud environments which deliver ample robustness and reliability to fulfill most customer necessities, then this “cloud clarification” may believe a histrionic impact on IBM’s suitable-line and bottom-line growth forecasts considering the fact that the commerce is tying both metrics peculiarly to its chance with “high-value” multi-cloud options.

    three.three THIRD ASSUMPTION: IS $1 TRILLION FOR HYBRID-CLOUD realistic?

    Ms. Rometty asserts that the market for hybrid-clouds will develop to over $1 trillion. She states:

    “And to steer in the second chapter, this is going to live about hybrid-cloud. In hybrid-cloud is an emerging $1 trillion market…I imply what they did became survey and they behold a scale of a $1 trillion market…We mentioned to ourselves and continually saved asserting: What will they achieve more suitable to tackle the needs of their consumers? How can they accelerate their means to prance after that? And knowing and there’s definitely an well-known point, realizing that Linux is the fastest growing platform available. And this just this 12 months, it grew to become the number 1 platform both on-prem and within the cloud.”

    all through the analyst name, there become no point out of exactly when the market for hybrid cloud is anticipated to attain $1 trillion in price, nor the CAGR for this unavoidable aspect of the overall cloud market. I struggled to find respectable data in champion of IBM’s projection perquisite here, youngsters Market analysis Media presents a forecast of $1 trillion for the total cloud market by means of 2024. interestingly, the Market analysis Media document synopsis highlights the speedily starting to be/excessive precedence expertise segments in the cloud market, but multi-cloud and hybrid-cloud are not mentioned in that context. this text, which changed into referenced in section 3.1, charges IBM in 2017 as adage “they hope companies to expend more than $50 billion a yr worldwide nascence [in 2017] to enhance inner most clouds, with the boom cost hitting 15 to 20 percent a 12 months via 2020.” using these figures as a proxy for the ordinary hybrid-cloud market, it would undoubtedly grasp rather some time to achieve $1 trillion in complete cost even on the tall intermission of the growth latitude.

    One aspect technology leaders look to live principally advantageous at is arising with very ample numbers when describing their total addressable market (TAM). Admittedly, I’m not unavoidable if IBM’s appraise is realistic perquisite here or now not on account that…who really is cognizant of at this time how massive the hybrid-cloud market may become? In champion of IBM’s forecast, the up to now mentioned article notes that “earlier [in 2017], IDC analysts released a survey that indicated that almost eighty percent of great businesses with 1,000 or more personnel already believe a hybrid cloud strategy in area. moreover, 51.four p.c are using each public and personal cloud infrastructures, and 29.2 percent call to achieve the equal within the subsequent year.” These metrics are advantageous to aid IBM’s argument, however they might even live interpreted to indicate that most stupendous valued clientele already believe a hybrid-cloud in region, and as a consequence modern hybrid-cloud deployments could truly lessen relocating forward. additional, if they retain in mind the discussion in area 3.2 round customers deciding upon COTS/SaaS functions, as neatly as the desultory that lone cloud architectures could in the intermission set up themselves as the predominant model, then it’s conceivable that a $1 trillion hybrid-cloud market may additionally not materialize.

    four.0 CONCLUSION

    “Whoa” became supposedly Steve Ballmer’s (former Microsoft CEO) reaction upon hearing in regards to the IBM-pink Hat deal. in utter probability that lone note gold gauge describes the current sentiment of many others.

    The leading thrust of what I’ve offered in this article is that i am nonetheless struggling to grasp into account what key technologies IBM receives with crimson Hat that they didn’t already have, and why they felt they vital to expend 1/3 of their market cap on an organization that is just producing just a few hundred million in cloud solution earnings (youngsters their boom fee is high). nonetheless, the “math” doesn’t add up for me, however in utter probability it's going to in time as IBM and crimson Hat more advantageous clarify their exciting cost proposition.

    Readers can too rightfully factor out that I’ve omitted the potentialities for crimson Hat Linux and their middleware stack beneath IBM in my evaluation. In regard to the latter, I contemplate IBM’s ownership of purple Hat’s middleware stack is probably going to create some confusion, as a minimum in the short time period. IBM and purple Hat will absolutely believe to determine how to region WebSphere versus JBoss. And as other authors believe counseled, red Hat commerce Linux (RHEL) may eventually supplant AIX as IBM’s de facto UNIX distribution. The linked migration work would possibly accommodate a advantageous quantity of know-how and lead capabilities. Ms. Rometty stated in a lone of the previously outlined quotes that Linux is the fastest starting to live operating gadget within the cloud and on-premise. however, live cognizant that she did not sing that RHEL is the quickest turning out to live Linux distribution. To that end, there is a few facts suggesting that Ubuntu is starting to live faster within the commerce Linux section. devoid of greater data from IBM and purple Hat, it’s really Somewhat challenging to quantify the impact of pink Hat’s Linux and JBoss product units to IBM over the long-term.

    As outlined, I are expecting that IBM and red Hat will give more desirable readability on the strategic price-add of the two companies as they circulate into 2019, and the route they intend to merge their stacks to improved compete in opposition t the likes of AWS, Microsoft, and Google. i am hoping they do; as a result of obviously traders will route the stock reduce (than it already is) if most rotate into satisfied the sum of the agencies lacks incremental price. Yet, while IBM/pink Hat supply additional particulars to the market, as I’ve outlined herein there are a few counter-arguments which undermine the assumptions that this deal is predicated upon. in my opinion, the calculus of the cloud stays the equal in the intervening time.

    supporting documents

    ibm_redhat_acquisition_transcript.pdf

    Disclosure: I/we believe no positions in any stocks mentioned, and no plans to initiate any positions in the next seventy two hours.

    I wrote this text myself, and it expresses my own opinions. i'm not receiving compensation for it (aside from from in the hunt for Alpha). I believe no commerce relationship with any company whose inventory is mentioned in this article.


    IBM’s purchase of red Hat highlights starting to live energy of technology giants | killexams.com real Questions and Pass4sure dumps

      by Mike Ingram10 November 2018

    purple Hat and IBM officers introduced a definitive agreement on October 28, beneath which IBM will acquire the open source commerce Linux commerce for a money cost of $34 billion. IBM is paying $190 per share for pink Hat inventory, a 63 p.c top class to its closing expense of $116.sixty eight on the customary Friday. it is the greatest acquisition via IBM in its 107-year history.

    The acquisition is the latest case of colossal corporations swallowing up prior to now independent open supply organizations and the community of developers round them as they grow ever bigger and greater effective. Nowhere is that this more common than amongst agencies competing in the so-called public cloud market, by which IBM trails in the back of Amazon, Microsoft and Google.

    in the 10 years from 2007 to 2017, the number of Microsoft employees grew from seventy nine,000 to 124,000. Google had sixteen,805 in 2007 in comparison to fifty seven,000 in 2017. The variety of personnel in Amazon internet functions (AWS) is not obtainable, but the complete variety of personnel at Amazon grew from 17,000 in 2007 to 566,000 in 2017. IBM, the predominant tech company for lots of the twentieth century saw a moderate reduction from 386,000 to 366,000 in fully owned subsidiaries for the identical length.

    IBM hopes that the acquisition of red Hat will give it a aggressive facet in the so-known as hybrid cloud, which mixes public cloud choices with private clouds in data centers dash via a corporation. In a press release, Ginni Rometty, IBM chairman, president and chief executive officer, referred to, “The acquisition of crimson Hat is a video game-changer. It adjustments everything in regards to the cloud market.” Rometty claimed that “IBM will rotate into the realm’s #1 hybrid cloud company, offering businesses the most efficacious open cloud answer if you want to free up the replete cost of the cloud for his or her groups.”

    Jim Whitehurst, president and CEO of crimson Hat, spoke of, “Open supply is the default option for concurrent IT solutions, and that i’m particularly pleased with the role crimson Hat has played in making that a fact within the enterprise.”

    IBM has had its personal close relationship with open source utility over the past twenty years, recognizing it as a superior construction model to these of proprietary methods. With the open source mannequin, IBM advantageous points access to hundreds of gifted developers globally who would no longer always work for the company.

    Even Microsoft, whose former CEO Steve Balmer described open source as “a melanoma that attaches itself in an intellectual property sense to every Little thing it touches” and “communism,” has in concurrent years adopted the open supply model for a number of projects. Sixty percent of cases running in Microsoft’s Azure cloud are Linux based mostly. remaining month Microsoft completed its acquisition of GitHub for $7.5 billion. The open supply code repository and structure platform has over 31 million users and hosts more than ninety six million repositories from 2.1 million groups.

    crimson Hat turned into based in 1993 by route of Bob younger and Marc Ewing. puerile ran a catalog carrier that allotted utility while Ewing was establishing his personal distribution of the open source GNU/Linux operating system which he referred to as crimson Hat Linux. The distribution bundled together various software and utilities developed via the Free utility foundation led by route of Richard Stallman and the Linux kernel developed by Linus Torvalds. each the GNU and Linux believe been released as open source software that may well live used by using any one freed from cost. most significantly, the GNU natural Public License requires that the human readable supply code live made obtainable and offers users the perquisite to alter that code. This was in stark distinction to the proprietary licenses of organizations equivalent to Microsoft, Apple and IBM.

    pink Hat became the primary commerce Linux distribution with a salary model of distributing the utility without impregnate and charging a subscription service for aid, updates and expert functions. It has maintained a detailed relationship with the open supply developer neighborhood and contributed to a lot of projects.

    today crimson Hat is a major commerce enterprise in its personal right, with over 12,000 employees worldwide. applying the code developed by means of thousands of volunteer programmers, pink Hat promptly established itself because the leading distributor of Linux application to commerce companies. In August 1999, purple Hat went public, reaching the eighth-biggest first-day profit within the background of Wall highway. In 2000 the company opened crimson Hat India and started a sequence of acquisitions, most recently buying the Linux Container distribution, CoreOS, for $250,000,000 in January this yr.

    a particular target of IBM’s cloud strategy is JEDI, the $10 billion Joint commerce protection Infrastructure mission of the offshoot of defense. The task is intended to modernize and consolidate the defense branch’s IT methods into an business-degree commerce cloud. IBM has issued a protest in opposition t the JEDI solicitation, pointing out, “all the route through the 12 months-long JEDI saga, countless concerns had been raised that this solicitation is geared toward a selected supplier. At no factor believe steps been taken to alleviate these concerns.”

    IBM are complaining certainly about a requirement that bidders meet the defense tips programs company influence flush 6 security capabilities to tackle secret-stage defense accommodate guidance. Two senior Republicans on the apartment Appropriations Committee, Reps. Steve Womack (R-Ark.) and Tom Cole (R-Okla.) believe referred to as for the Pentagon’s inside watchdog to open an investigation into the cloud procurement, elevating the identical concerns in an October 23 missive to Glenn A. exceptional, the performing inspector regular at the offshoot of defense. on the time the suggestion was announced, only AWS met this requirement. Microsoft introduced closing month that it's going to quickly meet the requirement.

    Google withdrew from the JEDI bid final month following protests from employees. Microsoft went forward with the bid despite opposition from employees. Nextgov reviews that CEO Satya Nadella regarded at the united states Naval Academy in Annapolis, Maryland, October 10. Nadella reportedly spoke of Microsoft has a four-decades-historic partnership with the protection department and delivered that the USA “defense accommodate believe a fundamental grounding on what it capacity to installation any know-how or rehearse which is ethically used.”

    Amazon is too going forward with its bid and criticized Google’s resolution to tug out. speaking on the WIRED25 summit on October 15, Amazon CEO Jeff Bezos spoke of, “one of the crucial jobs of a senior leadership crew is to invent the confiscate resolution even when [it] is unpopular.” He added, “If great tech organizations are going to rotate their returned on the DOD, then this nation goes to live in hindrance.”

    With its contribution to open supply, crimson Hat has maintained a undeniable recognize amongst builders. however a allotment of the enchantment to IBM is the enterprise’s close relationship with the us militia. The headline of a 2012 blog publish boasts of “purple Hat’s Decade of Collaboration with government and Open supply community.”

    The authors cite a 2003 study that offered DOD-huge counsel on open supply utility, “which implicitly permitted its acquisition, building, and use.”

    The weblog retain up states that at the present pink Hat released the first version of crimson Hat commercial enterprise Linux and that, “The army deployed purple Hat’s operating tackle in its Blue drive Tracker device, which lived in jeeps and tanks on the battlefield.” It goes on to cite major ordinary Nicholas Justice, “the person chargeable for Blue drive Tracker,” adage later: “after they rolled into Baghdad, they did it the usage of open source.”

    Retired gauge Hugh Shelton joined the Board of administrators of purple Hat corporation in April 2003 and changed into elected that board’s chairman in 2010. Shelton served as chairman of the Joint Chiefs of staff from 1997 to 2001.

    A June 26 article in the Herald solar states: “purple Hat leaders had been speaking to protection officials about its JEDI cloud-functions constrict and regard the company is ‘extremely smartly-positioned’ to provide the challenge’s lower back-end workings, purple Hat Chief economic office Eric Shander observed in a concurrent interview.”

    IBM is pushing for the DOD to adopt a hybrid cloud approach, applying assorted suppliers in region of a lone seller. In buying pink Hat they gain manage of the working system that allows you to dash on something cloud infrastructure is subsequently chosen, at the side of orchestration tackle that invent cloud deployments easier. if they can’t accept the total $10 billion JEDI cake, they as a minimum believe a probability of a slice, along side more profitable contracts down the highway.

    The author too recommends:

    Silicon Valley’s debase nexus: warfare, censorship and inequality[17 September 2018]

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    dear Colleague Letter: Addition of IBM as a Cloud useful resource issuer to the FY 2018 BIGDATA Solicitation | killexams.com real Questions and Pass4sure dumps

    April 13, 2018

    pricey Colleagues:

    through this pricey Colleague missive (DCL), the national Science groundwork's (NSF) Directorate for laptop and counsel Science and Engineering (CISE) needs to inform the community that IBM has joined as one of the most cloud aid providers for the fiscal 12 months (FY) 2018 faultfinding techniques, applied sciences, and Methodologies for Advancing Foundations and functions of great information Sciences and Engineering (BIGDATA) software solicitation(see https://www.nsf.gov/funding/pgm_summ.jsp?pims_id=504767 for greater assistance in regards to the software).

    As heritage, NSF announced ultimate year the availability of a cloud election as a allotment of the FY 2017 BIGDATA solicitation, with participation by using Amazon internet capabilities (AWS), Google Cloud (GCP), and Microsoft Azure. The cloud alternative enabled initiatives to request cloud materials in champion of their great statistics research and training activities, principally specializing in huge-scale experimentation and scalability reviews.

    This option continues to live in vicinity for the FY 2018 BIGDATA solicitation, with AWS, GCP, and Microsoft Azure continuing their participation. additionally, IBM has now joined the BIGDATA program as some of the cloud aid suppliers, beneath the identical terms and prerequisites as applicable to the entire other cloud suppliers. The corresponding terms and stipulations are described within the FY 2018 BIGDATA program solicitation, available at https://www.nsf.gov/publications/pub_summ.jsp?ods_key=nsf18539.

    Proposers may additionally exercise the following IBM elements to enhance the gross impregnate of cloud supplies together with an annual utilization device over the epoch of the tasks:

    As described within the solicitation, the request for cloud substances can live reviewed along with the relaxation of the thought. credits can live allotted both for the cloud provider requested in the concept, or for equivalent resources from an election cloud issuer.

    Please examine the gross solicitation cautiously before getting ready your suggestion.

    Please note that the submission deadline for the FY 2018 BIGDATA solicitation is may additionally 7-14, 2018.

    As stated within the software solicitation, the NSF BIGDATA software webpage located at https://www.nsf.gov/funding/pgm_summ.jsp?pims_id=504767 will proceed to live up to date to listing utter cloud providers at the instant collaborating within the program. As of the date of this DCL, these are Amazon, Google, Microsoft, and now IBM.

    Questions concerning the BIGDATA program solicitation, together with the cloud choice, may quiet live directed to the cognizant application administrators listed within the solicitation.

    in actual fact,Jim KuroseAssistant DirectorComputer and assistance Science and Engineering




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    Foundations of IBM Cloud Computing Architecture V3

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    1.0 EXECUTIVE SUMMARY

    Getting perquisite to the point, I’m skeptical that the Red Hat (RHT) acquisition is going to live meaningful over the long-term for IBM’s (IBM) commerce or share price. I awe that Red Hat may wind up being IBM’s (more precisely Ginni Rometty’s) “Compaq”, as in Hewlett-Packard’s (NYSE:HPE) questionable purchase of that company years ago.

    The argument that the “sum” of IBM + RedHat is more than the individual parts is not especially stalwart in my view. I am struggling to understand the unique value proposition offered by the combined companies after reading the transcript of the analyst conference call that followed the announcement. Specifically, the common conception that the joint technology stacks in a manner of speaking radically change the “calculus of the cloud” just doesn’t invent sense to me. Accordingly, whereas some analysts believe expressed concern over the $34 billion cost tag, my focus here is mainly on IBM’s technology arguments and market chance arguments used to warrant the purchase.

    As a disclosure, I happened to eliminate my remaining position in IBM in October of this year, as I began shedding shares a short time after I wrote IBM – A Turning or Sinking Ship in 2017. I too worked for IBM years ago within the systems management division, long before the word “cloud” existed in the terminology of common information technology.

    In the sections that follow, any referenced quotes are pulled from the Seeking Alpha transcript of IBM and Red Hat’s analyst conference call which followed the acquisition announcement, unless otherwise noted. I’m too attaching the transcript to this report for convenience.

    2.0 WHICH CLOUD IS IT

    Ginni Rometty notes that “[IBM] will live the undisputed number [1] leader in hybrid-cloud….[with the acquisition of] Red Hat, the world’s leading provider of open-cloud solution[s] and the emerging leader in the platform for hybrid-cloud and multi-cloud.” Ms. Rometty, and other participants on the analyst call, exercise “hybrid-cloud” and “multi-cloud” terminology Somewhat interchangeably; but, I contemplate some definition is useful to add some precision to their analysis.

    Wikipedia provides a nice, succinct definition of multi-cloud:

    Multi-cloud is the exercise of multiple cloud computing and storage services in a lone heterogeneous architecture.

    We note that in a multi-cloud architecture, the clouds can live public, private, or some combination of both.

    And here is IBM’s definition of “hybrid-cloud”:

    A hybrid cloud uses a private cloud foundation combined with the strategic integration and exercise of public cloud services.

    So, a hybrid-cloud uses at least one private cloud, along with at least one public cloud and thus is distinctly characterized by a private-public architecture. They can then contemplate of a hybrid-cloud as a profile of a multi-cloud.

    Multi-Cloud and Hybrid-Cloud Diagram

    Source: Yves Sukhu

    This distinction is Somewhat well-known given that IBM stresses its ability to particularly capture a great share of the growing hybrid-cloud architecture market via Red Hat’s technologies.

    3.0 QUESTIONABLE ASSUMPTIONS

    With their definitions in hand, let’s examine why IBM is doing this deal. In my opinion, the reasons expressed on the analyst call boil down to an acquisition predicated upon three main assumptions:

  • Together, there is a unique synergy between IBM and Red Hat’s technology stacks such that the combination provides stalwart differentiation in the areas of hybrid-cloud and multi-cloud computing versus competing solutions from the likes of AWS (AMZN), Microsoft Azure (MSFT), Google Compute (GOOG), etc.
  • Hybrid-cloud and multi-cloud computing solutions will (likely) drive larger deal sizes and live more profitable for IBM, with many enterprise customers just starting to prance the bulk of their applications to heterogeneous cloud architectures.
  • The hybrid-cloud market is going to live worth $1 trillion.
  • Obviously, any flaws in these assumptions would weaken the premise for the deal itself. Let’s examine each.

    3.1 FIRST ASSUMPTION: SOMETHING OPEN, SOMETHING UNIQUE?

    Ginni Rometty offers investors the following customer requirement as a basis for the marriage with Red Hat:

    “…The number one thing [customers are] adage to us is, hey, they – these other clouds, they’re proprietary. They want an open solution [with] no lock-in. So prance it across multiple cloud environments with no lock-in, [that’s] what the two of us achieve together…And then they say, it has got to address data security in a multi-cloud environment and then give us a route to manage a multi-cloud environment.”

    There are a few things to unpack here. Ms. Rometty suggests that “other” clouds are proprietary and there is a customer requirement for “an open solution”. I don’t exactly understand what she’s getting at here. She implies in the quote that customers accept “locked in” with (certain) cloud environments; but, instead, these customers want to live able to prance their applications easily from cloud to cloud. I am scratching my head because what Ms. Rometty’s “customers” are calling lock-in seems to live related to their application architecture, and not the cloud environment they are running on. A poorly designed cloud application will live challenging to prance no matter what cloud it is running on. The converse is too true: a well-designed cloud application will live easy(ier) to prance from one cloud to another. I imagine many readers are confidential with the concept and technology of containers, such as Docker. For readers that may live unfamiliar with the term, I present a simple if slightly imprecise explanation: containers provide a route to package utter the “parts” that an application needs to run:

    Illustration of Container Concept

    Source: Docker/Datamation

    As they behold in the illustration above, a container can “contain” whatever an application needs to operate. In a bit of an over-simplification, if they want to prance a containerized-application from one cloud to another, they just “lift” the container up from its existing cloud and drop the container on the modern cloud. Readers who may not live confidential with Docker and its container technology might live interested to note that it began as, and is, an open-source software project; the company too raised capital in late 2017 at a $1+ billion valuation.

    So, expanding on the utility of containers:

    “Traditionally, applications or workloads generally had to live rebuilt before they could live migrated to another environment. The solution to this is container technology. Since containers are isolated from neighboring containers and comprise everything they need to dash the application, you can easily prance them to another [cloud] environment without compatibility problems.”

    Source: Kumina

    As this Datamation article notes, “it was…the…users [of cloud services] who demanded that this technology exist within public clouds that drove the [container] innovations that now exist.” In other words, users wanted an easier route to package and prance their applications between clouds; and that in rotate spurred the public cloud providers (AWS, Azure, Google, IBM, etc.) to provide container deployment features and services.

    One final point to invent about containers is that applications may consist of several containers, in which case container orchestration software is used to automate and simplify the management of utter those containers. Kubernetes, another open-source project originally started at Google, is one of the approved orchestration systems (with Docker Swarm as an sample of another).

    Coming back to Ms. Rometty’s point that customers don’t want to live “locked in” and instead want to live able to prance applications across multiple cloud environments, they (customers) can certainly achieve that today if they design and deploy their applications appropriately, with containers as an sample of one technology that can live quite useful. She, in fact, makes this very point stating “…[We] believe been structure and they believe been very focused on hybrid and multi-cloud…based on open technologies. So we’ve built on containers, Kubernetes…[and] multi-cloud manager was just announced final week…” But, let’s live clear: the other major cloud service providers (e.g. Amazon, Microsoft, etc.) too present container and container orchestration services. Thus, the IBM Cloud is not purely differentiated on this point; yet, with the Red Hat acquisition, IBM does obtain Red Hat OpenShift which offers value-added functionality built around Docker and Kubernetes. While there was no detailed discussion on the analyst call, perhaps IBM believes that its existing container management and cloud management services will live augmented in such a route by OpenShift as to leapfrog the competition when using the “married” technologies for multi-cloud environments. But, if that’s true, why not specifically talk about the capabilities that the combined companies will believe that will live superior to others?

    Frankly, it seems to me that IBM’s existing cloud capabilities added to OpenShift are not going to live a massive “game changer”. First of all, any integration between IBM’s cloud technology stack and Red Hat’s will grasp some time; time which competitors will certainly exercise to their edge to ensure they are not left behind. Second, I’ve already notable that OpenShift is based on Docker and Kubernetes which means Red Hat’s value-add is built around the identical core used by many others; but, the competition has and will continue to develop similar value-added offerings as well. Third, if there was some “killer” set of cloud functionalities that the combined stacks would generate, I’d like to contemplate the companies would believe made that clear; but they believe not (at least not yet). Fourth, there is nothing that “ties” OpenShift to the IBM Cloud; regard that Red Hat’s own OpenShift deployment “offerings” page – which I captured shortly after the deal announcement – actually highlights AWS as a deployment platform:

    Red Hat OpenShift Deployment Tiers

    Source: Red Hat

    Now, Red Hat too offers OpenStack, based on another set of open-source technologies, which can live used by companies to build out their own private clouds and has synergy with Ansible, Red Hat’s language for DevOps. OpenStack therefore supports IBM’s initiatives around hybrid-cloud deployments. However, as with OpenShift, I’m not completely convinced that putting this solution under an IBM umbrella is going to lead to a highly differentiated offering, nor to a sudden acceleration of private cloud adoption among enterprise customers. First off, IBM already had its own solution stack in this area, IBM Cloud Private. Given that IBM expressed such bullish sentiment about the hybrid-cloud market on the analyst call, I’m actually a Little surprised this specific solution offering was not mentioned during the call. Assuming the hybrid-cloud area is as “hot” as IBM suggests, one might hope that IBM Private Cloud has been selling well; why not call attention to the technology then? This is perhaps a subtle point and could live an indecent extrapolation on my part, but it leads me to miracle if the hybrid-cloud market is as stalwart as IBM suggests it is, and will be. too as the previously linked article notes, IBM is not lonely with an offering here, nor were they “first” to market with one. Microsoft introduced Azure Stack over a year before IBM brought its competing solution to market. IBM might wrangle that Azure Stack, as an example, is proprietary whereas their open-source platform gives customers utter the liberty and benefits that open-source solutions provide. It’s a worthwhile argument, and it may more strongly champion Ms. Rometty’s remark that customers don’t want to live locked-in. After all, with an open-source-based private cloud platform, a customer can modify and extend it as they desire, which obviously is not workable to the identical extent with a closed solution. It would believe been helpful if IBM offered some data points to understand if a trend toward open-source exists within the hybrid-cloud market, and specifically for private-cloud deployments. In the absence of details, I am left Somewhat skeptical that Red Hat OpenStack is going to materially change the “strength” of IBM’s hybrid (private/public) cloud offering.

    If they tie utter of this back to Ms. Rometty’s quote at the nascence of the section, it seems to reinforce that customer comments around “an open [cloud] solution with no lock-in” look Somewhat invalid when considering the technologies (e.g. containers, orchestration) that believe already evolved to provide cloud users with the application portability that they desire. The remark has greater validity when one considers the architectural possibilities of a private cloud within a hybrid-cloud environment; but, as I wrangle above, there seems to live a need of data which would insinuate clients scrawny toward non-proprietary (e.g. open-source-based) private cloud deployments.

    To summarize, I don’t (presently) behold anything truly unique that emerges through a combination of the two companies’ cloud stacks. To live fair, the companies need time to develop tightly integrated solutions, and IBM is yet to apply the power of its progress organization against Red Hat’s technologies. But, if I’m perquisite that “there is not a lot to behold here” in terms of the joint stacks, this insight would, of course, directly undermine Ms. Rometty’s suggestion that the two organizations will live a lucid leader, particularly in hybrid-cloud solutions.

    3.2 SECOND ASSUMPTION: CUSTOMERS ARE JUST GETTING STARTED

    Ms. Rometty mentions, more than once, that they are entering a second aspect of cloud adoption (“chapter 2” as she calls it). In the first phase, customers moved their “easiest” workloads to the cloud with a cost-savings focus. These workloads represented the confidential Pareto-rule 20% of customer applications; and thus, 80% of applications remain to live transitioned to the cloud. Ms. Rometty states:

    “[Customers have] got to prance [these remaining 80% of applications]. They either believe to rewrite, refactor, resolve what goes where, secure the data. These are inhibitors that quit them from going [to the cloud]. So this is only going to live achieved this prance to the 80%, if you can prance data and applications across multiple cloud[s], invent that portable…”

    She continues…

    “But this is an inflection point, and if [customers are] going to accept past that and prance the other 80% which is about utter their processes and their data they need what we’re going to present together, this robust environment. And so this 80% is…about…unlocking commerce value…the unconcerned clients has a thousand application[s] and the unconcerned client already has 5…that they behold some as many as many as 16 clouds.”

    The first comment, “[customers have] got to move…”, is worth debating. Logic tells us that not utter applications are necessarily a advantageous apt for a cloud deployment for any number of reasons: required dependencies are not easily replicated in a cloud environment, security concerns, need of cost-savings, etc. So, customers certainly achieve not believe to prance the bulk of their applications to a cloud architecture. Although, perhaps Ms. Rometty is playing a bit with her words, and is adage with a bit of “dressing” that the trend toward cloud adoption will continue…which it clearly will.

    But, I contemplate there is play to challenge what she says in the next few statements. She explains that “[customers] either believe to rewrite, refactor, resolve what goes where…” Indeed, IBM and other technology providers will, as they already have, live afforded with opportunities to champion customers migrate unavoidable applications to cloud environments. That’s advantageous tidings for IBM’s very great service business, and there is intuition to contemplate the services group will profit Somewhat from the Red Hat purchase. These opportunities almost certainly grow in scope and revenue/profit potential to the extent that these applications are migrated to highly distributed models running on (possibly) heterogeneous cloud platforms (e.g. multi-cloud). So, I contemplate Jim Kavanaugh, IBM’s CFO, correctly stated that “[distributed cloud solutions] accelerates their merge shift to higher value...and is accretive to their shameful profit margin…”

    But, there is a counter-argument to regard here. Rather than rewriting/refactoring existing legacy applications, customers may instead opt for “off-the-shelf” solutions (SaaS or otherwise) which may prove to live more cost-effective, modern, and easier to maintain. For example, Salesforce.com (CRM) and Workday (WDAY) certainly didn’t achieve their market penetration because customers opted to redesign any homegrown CRM and HR applications respectively. Unfortunately, IBM doesn’t discuss the COTS approach and its potential impact on their projections for growing their cloud related revenues.

    Moving to IBM’s pretense that multi-cloud environments will live more prevalent in the future, as per Ms. Rometty’s statement that “the unconcerned client already has 5 [clouds]…”, there is some data to backup what the company is adage here: a TechRepublic survey from 2017, for example, notable that the majority of companies surveyed had already adopted a hybrid-cloud architecture. But, they know that IT tends to prance in cycles. contemplate about what happened with the client-server computing paradigm where “server sprawl” eventually gave route to server rationalization and a push for homogeneity among systems. Is it not workable that they may behold something similar with cloud, where customers “wake up” one day and examine themselves why they believe 5 clouds when they might live able to operate with 1? regard one of the main specifications for the Pentagon’s current $10 billion JEDI cloud project: they are (for the moment) insistent that the project award and associated computing workloads will go/run on a lone cloud. As readers may know, IBM is one of the bidders on the project and formalized their objection to the Government Accountability Office (GAO) for the requirement of a homogenous cloud environment. Assuming the Pentagon gets its route and is successful with its deployment, if the Department of Defense (DOD) can operate on a lone cloud, then why does a given company need upwards of 16 clouds (using the “extreme” sample from IBM’s quote)?

    The overarching theme here is that Ms. Rometty’s position that the “remaining” 80% of legacy customer applications are just waiting to live moved into a multi-cloud environment has frail points. Even if it were strong, I’m not positive IBM needed to expend $34 billion on Red Hat to capture these opportunities. I already argued in the previous section that IBM had existing capabilities in the identical cloud technology areas where Red Hat operates. If they contemplate about Ms. Rometty’s remark about “rewriting/refactoring”, what does Red Hat present here that IBM does not already have? This is work that sits squarely in the domain of IBM’s services group; a group that could “plug in” Red Hat’s technology, or any other cloud technology, where it makes sense based on customer requirements.

    But, the Red Hat acquisition aside, if it turns out that multi-cloud architectures eventually “reduce” to simpler, lone cloud environments which provide adequate robustness and reliability to meet most customer requirements, then this “cloud rationalization” could believe a histrionic impact on IBM’s top-line and bottom-line growth forecasts since the company is tying both metrics specifically to its chance with “high-value” multi-cloud solutions.

    3.3 THIRD ASSUMPTION: IS $1 TRILLION FOR HYBRID-CLOUD REALISTIC?

    Ms. Rometty asserts that the market for hybrid-clouds will grow to over $1 trillion. She states:

    “And to lead in the second chapter, this is going to live about hybrid-cloud. In hybrid-cloud is an emerging $1 trillion market…I connote what they did was survey and they behold a scale of a $1 trillion market…We said to ourselves and constantly kept saying: What can they achieve better to address the needs of their clients? How achieve they accelerate their ability to prance after that? And knowing and there’s really an well-known point, knowing that Linux is the fastest growing platform out there. And this just this year, it became the number one platform both on-prem and in the cloud.”

    During the analyst call, there was no mention of exactly when the market for hybrid cloud is expected to achieve $1 trillion in value, nor the CAGR for this specific segment of the overall cloud market. I struggled to find advantageous data in champion of IBM’s projection here, although Market Research Media offers a forecast of $1 trillion for the entire cloud market by 2024. Interestingly, the Market Research Media report synopsis highlights the speedily growing/high priority technology segments within the cloud market, but multi-cloud and hybrid-cloud are not mentioned in that context. This article, which was referenced in Section 3.1, quotes IBM in 2017 as adage “they hope companies to expend more than $50 billion a year worldwide starting [in 2017] to develop private clouds, with the growth rate hitting 15 to 20 percent a year through 2020.” Using those figures as a proxy for the overall hybrid-cloud market, it would obviously grasp quite some time to achieve $1 trillion in total value even at the tall intermission of the growth range.

    One thing technology leaders look to live particularly advantageous at is coming up with very great numbers when describing their total addressable market (TAM). Admittedly, I’m not positive if IBM’s appraise is realistic here or not since…who really knows perquisite now how ample the hybrid-cloud market could become? In champion of IBM’s forecast, the previously mentioned article notes that “earlier [in 2017], IDC analysts released a survey that indicated that almost 80 percent of great organizations with 1,000 or more employees already believe a hybrid cloud strategy in place. In addition, 51.4 percent are using both public and private cloud infrastructures, and 29.2 percent hope to achieve the identical within the next year.” These metrics are useful to champion IBM’s argument, but they could too live interpreted to insinuate that most great customers already believe a hybrid-cloud in place, and thus modern hybrid-cloud deployments could actually lessen stirring forward. Further, if they recall the discussion in Section 3.2 around customers opting for COTS/SaaS applications, as well as the possibility that lone cloud architectures could ultimately establish themselves as the predominant model, then it’s conceivable that a $1 trillion hybrid-cloud market may not materialize.

    4.0 CONCLUSION

    “Whoa” was supposedly Steve Ballmer’s (former Microsoft CEO) reaction upon hearing about the IBM-Red Hat deal. Perhaps that lone word best describes the current sentiment of many others.

    The main thrust of what I’ve presented in this article is that I am quiet struggling to understand what key technologies IBM gets with Red Hat that they didn’t already have, and why they felt they needed to expend 1/3 of their market cap on a company that is only generating a few hundred million in cloud solution revenue (although their growth rate is high). Still, the “math” doesn’t add up for me, although perhaps it will in time as IBM and Red Hat better define their unique value proposition.

    Readers may rightfully point out that I’ve ignored the prospects for Red Hat Linux and their middleware stack under IBM in my analysis. In regard to the latter, I contemplate IBM’s ownership of Red Hat’s middleware stack is likely to create some confusion, at least in the short term. IBM and Red Hat will obviously believe to motif out how to position WebSphere versus JBoss. And as other authors believe suggested, Red Hat Enterprise Linux (RHEL) might eventually supplant AIX as IBM’s de facto UNIX distribution. The related migration work would presumably drive a honest amount of technology and champion services. Ms. Rometty notable in one of the previously mentioned quotes that Linux is the fastest growing operating system in the cloud and on-premise. But, note that she did not sing that RHEL is the fastest growing Linux distribution. To that end, there is some data suggesting that Ubuntu is growing faster in the enterprise Linux segment. Without more data from IBM and Red Hat, it’s really quite challenging to quantify the impact of Red Hat’s Linux and JBoss product sets to IBM over the long-term.

    As mentioned, I hope that IBM and Red Hat will provide greater clarity on the strategic value-add of the 2 companies as they prance into 2019, and how they intend to combine their stacks to better compete against the likes of AWS, Microsoft, and Google. I hope they do; because clearly investors will route the stock lower (than it already is) if most become convinced the sum of the companies lacks incremental value. Yet, even as IBM/Red Hat provide additional details to the market, as I’ve outlined herein there are several counter-arguments which undermine the assumptions that this deal is predicated upon. In my view, the calculus of the cloud stays the identical for the time being.

    Supporting Documents

    ibm_redhat_acquisition_transcript.pdf

    Disclosure: I/we believe no positions in any stocks mentioned, and no plans to initiate any positions within the next 72 hours.

    I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I believe no commerce relationship with any company whose stock is mentioned in this article.


    Larry Ellison Sees Expansive chance For Oracle's Revamped Cloud | killexams.com real questions and Pass4sure dumps

    By Aaron Ricadela

    Oracle Executive Chairman and CTO Larry Ellison had a message for analysts recently: Now that Oracle has upgraded the computers, networks, and architecture that underpin its cloud computing service, it’s going to accept more aggressive on cost to retain pressure on competitors.

    “We’ve got a really solid infrastructure foundation under their most strategic product, which is Oracle Database,” Ellison told financial analysts at a late October meeting in San Francisco. “It’s a land rush now for cloud, and they believe the chance to live very cost aggressive.”

    Ellison used his presentation, which followed those of CEOs mark Hurd and Safra Catz at the intermission of the company’s Oracle OpenWorld customer conference, to wrangle that network speed, computer security, and database performance upgrades in Oracle’s cloud software are setting the table for more customers to prance databases in the coming year from their own data centers to online services. The performance improvements could let Oracle capture share from Amazon Web Services, which Ellison said isn’t as well suited to serving large, regulated companies with data security concerns in industries including banking and telecommunications.

    “They haven’t changed their fundamental architecture, and they’re going to believe to,” he said. “Everyone is going to believe to.”

    Oracle designed a second-generation cloud infrastructure, available now for modern customers, to meet the needs of the enterprise-scale Oracle Database users that are increasingly ready to prance their workloads to online versions. The modern architecture not only improves security and reliability, it increases computing speed, providing Oracle a cost edge against AWS since cloud work is billed by the minute. “It’s create money for us,” Ellison said. “We can afford to live much more aggressive on pricing than they can.”

    The software giant too showed modern Autonomous Database capabilities including the ability for businesses to segregate computing jobs from other customers contending for resources. The modern infrastructure and database services may accelerate customers’ stirring transaction processing databases and analytical data warehouses to the cloud, said Ellison.

    Oracle, the world’s largest supplier of database management software, had 42.3% of the $33.1 billion relational database market in 2017, according to market researcher IDC. Microsoft was second with 24.3% share followed by IBM with 12.7% and SAP with 6.8%. The cloud database chance lonely could live vast, Oracle’s chairman said.

    Oracle will pursue utter cloud workloads, Ellison said, while pointing to how much of “the world’s high-value data” is stored in Oracle Databases. “If they got the Oracle workloads in their cloud, how ample would their cloud be?” Ellison said to analysts.

    The modern generation of Oracle Cloud Infrastructure is designed around three goals: enhanced security and reliability; protecting customers’ investments in their Oracle databases and applications by making them portable to the cloud; and cost and performance advantages compared with on-premises versions, according to Ellison. In one sample of Oracle Cloud Infrastructure’s technical edge, Oracle is offering remote direct remembrance access (RDMA) so computers in a network can exchange data in remembrance faster without accessing each other’s operating systems. Oracle in its cloud service has too separated controlling computers that dash Oracle code from machines running customers’ code, to strengthen security. “It’s expensive—we had to add computers,” Ellison said.

    During a sunder Oracle OpenWorld presentation on cloud infrastructure, Oracle senior vice president Don Johnson said the company took a different technical approach than in other public clouds, designing its computing service for large, regulated companies with data security concerns.

    Cloud Infrastructure and Apps Complementary

    The so-called second-generation Oracle Cloud Infrastructure, which provides computing power, networking, and storage as online services, could too embolden businesses to prance more of their Oracle applications to online software services in a challenge to SAP.

    Cloud applications can champion drive Oracle Cloud Infrastructure demand, as companies develop capabilities running on Oracle Cloud Infrastructure that integrate with software-as-a-service applications in order to meet some unique customer need. “These are related businesses,” Ellison said. SAP claimed about 27% of the $27 billion enterprise resource planning software segment final year, compared with nearly 21% for Oracle, according to IDC.

    “We’re going to prance from No. 2 behind SAP in applications to No. 1 in SaaS,” Ellison said. SAP is creating the chance for some customers to regard switching commerce applications suppliers through an upgrade to its S/4 Hana system that requires an SAP database, and an announced goal to intermission champion of some previous versions of its ERP tools by 2025.

    “There’s a real opportunity,” Ellison said. “We’re stirring SAP customers to the cloud—companies you’ve heard of.”

    Aaron Ricadela is an Oracle senior director of strategic communications.

    Forward-Looking Statements Disclaimer: Statements in this article relating to Oracle’s future plans, expectations, beliefs, intentions, and prospects are “forward-looking statements” and are subject to material risks and uncertainties. Many factors could move Oracle’s current expectations and actual results, and could cause actual results to vary materially. A discussion of such factors and other risks that move Oracle’s commerce is contained in Oracle’s Securities and Exchange Commission (SEC) filings, including Oracle’s most recent reports on profile 10-K and profile 10-Q under the heading “Risk Factors.” These filings are available on the SEC’s website or at http://www.oracle.com/investor. utter information in this article is current as of October 25, 2018, and Oracle undertakes no duty to update any statement in light of modern information or future events.


    AWS joins the Cloud autochthonous Computing Foundation | killexams.com real questions and Pass4sure dumps

    Rumor has it that Amazon’s AWS cloud computing platform will soon launch its own Kubernetes-based container management service. Those rumors are getting a bit more concrete because AWS today joined the Cloud autochthonous Computing Foundation (CNCF), the open source home of the Kubernetes project, as a top-level Platinum member. With this, utter of the major public cloud providers, including Microsoft, Google and IBM, are now allotment of this Linux Foundation-based group, which aims to bring modern cloud management techniques to the masses.

    Amazon already hosts the vast majority of Kubernetes deployments, according to a recent survey, so it shouldn’t achieve as a astound that Amazon is joining the foundation that, to a great degree, is steering this project. It’s worth noting, though, that AWS makes exercise of plenty of open source projects, and too regularly releases its own projects on GitHub. The company too has been a Linux Foundation member since 2013 and is a founding member of the Core Infrastructure Initiative. Unlike utter of its main competitors, it isn’t a member of the Cloud Foundry foundation, though.

    As for the CNCF, Amazon has been contributing to containerd, the group’s container runtime. “AWS plans to grasp an lively role in the cloud autochthonous community, contributing to Kubernetes and other cloud autochthonous technologies such as containerd, CNI, and linkerd,” the CNCF notes in today’s announcement. Adrian Cockcroft, the VP of Cloud Architecture Strategy at AWS, will combine CNCF’s board.

    In his announcement, Cockcroft did not talk about what Amazon’s short-term plans for Kubernetes are, but given the wide-spread champion for the platform — which is giving Google and Microsoft an opening in competing with AWS on this quickly expanding province — I would live surprised if they didn’t behold increased direct champion for Kubernetes on AWS (you can, of course, already exercise it on AWS, but only with the champion of tools from third-party vendors).



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    Operations & Process Management: Principles & Practice for Strategic ImpactOperations & Process Management: Principles & Practice for Strategic Impact
    By Nigel Slack, Alistair Jones
    Publisher : Pearson (Feb 2018)
    ISBN10 : 129217613X
    ISBN13 : 9781292176130
    Our ISBN10 : 129217613X
    Our ISBN13 : 9781292176130
    Subject : Business & Economics
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    Computer Security: Principles and PracticeComputer Security: Principles and Practice
    By William Stallings, Lawrie Brown
    Publisher : Pearson (Aug 2017)
    ISBN10 : 0134794109
    ISBN13 : 9780134794105
    Our ISBN10 : 1292220619
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    Subject : Computer Science & Technology
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    Urban EconomicsUrban Economics
    By Arthur O’Sullivan
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 126046542X
    ISBN13 : 9781260465426
    Our ISBN10 : 1260084493
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    Subject : Business & Economics
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    Urban EconomicsUrban Economics
    By Arthur O’Sullivan
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 0078021782
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    Our ISBN10 : 1260084493
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    Subject : Business & Economics
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    Understanding BusinessUnderstanding Business
    By William G Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Feb 2018)
    ISBN10 : 126021110X
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    Our ISBN10 : 126009233X
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    Subject : Business & Economics
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    Understanding BusinessUnderstanding Business
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    Publisher : McGraw-Hill (May 2018)
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    Our ISBN10 : 126009233X
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    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 1260277143
    ISBN13 : 9781260277142
    Our ISBN10 : 126009233X
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    Subject : Business & Economics
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    Understanding BusinessUnderstanding Business
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    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 1259929434
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    Our ISBN10 : 126009233X
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    C2030-283C2030-283
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    Publisher : McGraw-Hill (Jan 2017)
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    Publisher : McGraw-Hill (Feb 2017)
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    Subject : Business & Economics, Communication & Media
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