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Test Number : 000-936
Test Name : IBM Tivoli Access Manager for e-business V6.1 Implementation
Vendor Name : IBM
: 136 Dumps Questions

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IBM Tivoli Access Manager for e-business V6.1 Implementation certification

Accelior Consulting/ING rent | 000-936 Dumps and Real exam Questions with VCE Practice Test

To compete within the increasingly aggressive rent administration market, ING rent mandatory to boost the volume of orders with flat headcount. hence, the mission’s intention changed into to automate ING rent Belgium’s core order administration technique ("quote to contract") and permit additional distribution channels. client satisfaction across diverse acquired corporations (each with fragmented, heterogeneous IT techniques and general process bottlenecks) became a further essential intention. ING hire required a 360 diploma client view throughout distinctive leasing kinds, e.g. leasing of IT property, device, vehicles and so on.

brief description of the company risks concerned

with out automating, ING lease Belgium was running the risk of loosing business to competitors as a result of cumbersome order administration system. easily put, there wasn’t a means round automation. a normal development approach ("massive bang" IT substitute), replacing the mission-critical order administration technique become very possibility, potentially causing typical enterprise interruption. consequently, Accelior recommended and carried out an "adaptive, agile" method, focusing on reusing the current infrastructure in an ideal and versatile method.

This photograph suggests how the Accelior "rent Automation Platform" task reduced the chance of a "large bang" IT alternative by means of reusing current backend features re-used by using properly-down defined enterprise techniques. The created, reliable business features layer within the middle will further permit ING lease to modernize back-end programs at a future element in time.

quick description of how the gadget helps users

The gadget implements a unified entrance-conclusion consumer interface and manner layer orchestrating entry to 18 backend legacy methods (mainframe, client server and so on.). The advantages for the business are tremendous: (a) Re-keying of assistance, in the past standard throughout factor techniques, is eliminated (b) Order entry errors can also be eradicated through automation (c) Spreadsheets filling gaps between existing backend programs are eradicated.

furthermore, the gadget implements "most effective practice" business system the usage of a common-primarily based BPEL procedure engine. beyond IT standards, this technology empowers the business clients, that can more quite simply have in mind the photo technique design. The influence is processes that are less demanding to prototype and, in line with better IT/business consumer verbal exchange, extra quite simply to alter. company users certainly benefit vastly from this extra bendy, agile IT system.

II. Organizational ambitions What brief-time period and long-term merits did the company achieve from the project? Did the solution meet the projected goals for saving time and money? How have been advantages measured? was the gadget mission essential to the company?

As to short-time period advantages, the task become in a position to in the reduction of cycle instances for the "quote to contract" method from a few days (interrupted) to a few minutes. certainly, times to perform definite process steps, e.g. "client identification" have been reduced by means of 2-3 fold. in addition to this system optimization which without delay affects the final analysis, the project resulted in two fully new sales channels: (a) It electronically built-in 2 third birthday celebration partners (Porsche rent and solar Microfinance) and makes it possible for them, by the use of self-carrier, to directly enter orders via an internet utility. (b) additionally, the task enabled the finished ING retail income drive, beyond really expert hire brokers, to make use of the equipment on-line. The outcome is further revenue, affecting ING hire’s proper line.

however, the long-time period advantages are even larger: This assignment tested the value of SOA and "Agile construction" to ING lease and may have a big have an effect on on the way it initiatives are carried out at ING lease in the future. The task successfully proved how core business method could be re-engineered without the possibility of a "massive bang" equipment alternative. It confirmed how existing IT backend assets can be leveraged. furthermore, it created additional capabilities to encompass third celebration distribution channels and backend capabilities (scoring, e-billing and many others.) sooner or later. This capability will further speed up company agility!

essentially the most large metric for fulfillment of this project basically changed into time to market. up to now, no single such IT assignment at ING lease had been achieved in under a 2 12 months time duration. The "rent Automation" undertaking delivered on technique time discount, agent and consumer satisfaction inside 6 months. This became in reality a leap forward accomplishment.

Why was this accomplishment so "mission-important" to ING hire. without difficulty put, ING rent didn’t have the time to wait for 2 years for the IT assignment to be delivered. The lease administration market is extraordinarily aggressive and ING lease crucial to lessen the cost of operations as rapidly as viable or risk being un-aggressive and loosing business NOW. nevertheless, a brand new backend equipment was planned inside 2-3 years. The system’s entrance-end needed to be "future proof" or risk becoming irrelevant in a short while-body.

Describe the facets of the brand new gadget.

the brand new equipment applied ING lease Belgium’s core "Quote to contract" business process for dissimilar leasing offerings (IT asset leasing, device leasing, car leasing and many others.), together with numerous process steps/features. This contains sub-procedures such as credit scoring, client information verification, Notifications and doc character focus. Future procedure extensions will encompass e-billing, put up contracting (early termination and so forth.) and amortization.

when it comes to particular accomplishments, the gadget created a enterprise-essential 360 diploma view of a consumer leasing dedication throughout many customer records repositories (different leasing varieties, overseas aspects of a consumer etc.). It presently handles 200,000 process instances per 12 months within Belgium, with a purpose to swiftly boost when the method is rolled-out all through Europe as these days determined by means of ING rent. From an architectural perspective, the system enabled the combination of 18 distinctive methods for 10 practical integration slots.

clarify the features of the brand new device.

the new Leasing Automation Platform is used by using leasing sales reps to promote leasing offerings. previously, leasing presents required heavy guide intervention from earnings reps, re-keying in multiple programs and using Excel sheets to make calculations. past tremendous inner manner optimization, the brand new device now additionally integrates extra ING-interior buying and selling companions: ING bank community and opens up third-birthday celebration seller integration riding extra profits through enabling new self-service e-enterprise channels (straight-via processing).

Who had been the inner sponsors of the venture? Which officers or agencies were hostile to establishing the software? Why?

The CIO of ING lease Belgium was the main sponsor of the undertaking after being showed a "composite utility" prototype created in 2 man weeks. He became the mission’s sponsor, as he understood the vigor of this incremental strategy to constructing the business technique implementations with a swift flip-around. In a nutshell, he turned into appealed by using an method that would cut back venture risk and support him benefit handle via iterative comments. He was very stunned by means of this rapid growth, which become in stark contrast to his experience base from previous tasks.

then again, the getting older IT department changed into antagonistic to this "agile programming" mission, as they were unfamiliar to this new construction method. This radically different approach actually intended change from the style things were carried out at ING rent.

One further point of warning changed into the serious failure with a "monetary capabilities structure Bus" task at ING, which tried to build a carrier Oriented structure by using exposing current backend gadget performance by the use of internet functions. The cause of the venture’s failure turned into its bottom-up strategy, conveniently exposing latest interfaces as internet services devoid of a hard "appropriate down" examine company strategies. while Accelior’s strategy really remedied this preliminary failure, ING IT and company group of workers firstly had trouble grasping the basic difference of procedures.

have been users of the gadget panic in the undertaking all over the planning and construction phases? in that case, how?

absolutely, following the "Agile development" or "excessive Programming (XP)" methodology, the assignment made a aware effort to involve as many clients from all degrees as viable with a view to stay away from IT/person disconnect.

consumer involvement became principal in taking pictures business technique circulate necessities in a appropriate-down approach, prototype, and iteratively examine and prolong them. In total, greater than 50 users have been interviewed within the manner. within the starting, procedures have been documented in Visio; later, comments conversations have been directly carried out as prototype flows. Importantly, the Accelior architects have been instrumental in reconciling the visionary, huge photograph view of the CIO with the perspective of operational core managers as smartly as the each day arms-on adventure of end clients (income personnel).

What were the top-quality challenges in finishing this task? How were they overcome?

Key challenges blanketed that fact that users and IT personnel had been unfamiliar with the speedy, iterative "agile building" manner and infrequently disoriented as to how their role and contributions modified. additionally, the lack of equipment for agile development, e.g. an built-in repository to hyperlink the iterative analysis, prototyping and construction steps successfully ("integrated repository for the agile methodology"), created challenges. both challenges are warning signs that "agile building" isn't yet mainstream, but a very main-aspect, innovative approach of setting up application.

The mission turned into successful to a large extent as a result of its tight core crew of 4-5 crew participants expert within the concepts of open supply building with limited equipment. They introduced "agile building" abilities to the undertaking. additionally, the mission leveraged Accelior’s SOA manufacturing unit, an infrastructure framework (regular functions in addition to XML Database) according to event from prior projects. The SOA manufacturing facility created a solid core for the very agile and iterative development manner.

As to selected most useful practices, the mission avoided huge community brainstorming classes in want for a lot of 1:1 interviews put in context by using the core assignment crew. This approach proved successful, as larger group brainstorming can without difficulty grow to be as a big mess because of the various views and the lack of a huge photo view of frontline end clients and stakeholders. additionally, on a positive observe, the graphical technique modeling capabilities of Oracle BPEL business procedure supervisor significantly more suitable the communication movement across distinctive parties.

had been the dreams modified because the assignment improved? in that case, what were the changes and why were they made?

Adhering to the "Agile development" philosophy, the venture turned into described on a good 6 month agenda and managed against fixed important milestones. whereas evaluation, prototyping and construction activities all through the milestone phases were heavily modified, the primary milestones remained repair.

Some requirements float become effectively avoided in line with the determination to focal point on automating the eighty% most general procedures while holding the 20% most exotic methods semi-guide (e.g. enhanced with document-coping with functions as opposed to wholly automated). The best fundamental functionality brought to the base requirement of automating the in-house order administration steps, became enabling of electronically integrating companion channels. This however, changed into especially simple because the SOA become thoroughly leveraged.

III. category Middleware/software Integration

additionally emphasizes the use of middleware to hyperlink assorted packaged and/or packaged and internally developed functions, and multi-supplier DBMS techniques to enable seamless integration between assorted techniques.

IV. Methodology/system Describe how productivity equipment or ideas were used within the challenge.

a number of productiveness tools have been used to facilitate the evaluation, prototyping and construction steps. "intellect map" helped throughout early requirements evaluation stages, whereas Visio become used to mannequin and document the procedure. right here is an instance of the procedure documented in Visio:

For the purpose of prototyping, Accelior relied on a mixture of BPEL method flows modeled with Oracle BPEL procedure supervisor in mixture with its own proprietary WPM (Work manner supervisor) toolkit, which gives standard infrastructure services, an XML Database in addition to a unencumber management toolbox. moreover, the assignment relied on Eclipse and XMLSpy for development and JUnit and JMeter for trying out.

were testing tools used throughout development? if so, when were they used? changed into the trying out reasonably-priced?

in the "Agile construction" methodology, continuous testing plays a crucial function. Apache’s JUnit and JMeter had been used heavily for ongoing unit trying out as well as load trying out later in the system.

became a formal or casual software construction life-cycle methodology employed? If yes, please describe it.

Accelior, the device integrator for this task, adopted the "Agile Programming" or "extreme Programming – XP" methodology of iterative analysis, prototyping and building steps in keeping with 50+ person interviews. here graphic depicts the change of this method relative to the average application development method. Many small iterations cut back the average assignment chance by way of proposing the possibility for early and ongoing comments.

Equally critical, the task was guided with the aid of a "properly down" method to first defining the "most appropriate" business manner before mapping technique steps/ "features" to existing backend IT functionality. this technique avoided IT/enterprise user disconnect. It also avoided the same failure of a purely "bottom up" web services task, as was earlier experienced by means of ING. as a substitute of a large collection of probably useless capabilities, this venture yielded precisely the right capabilities as required to implement the business imaginative and prescient.

What formal or informal mission administration methodologies and/or equipment had been used to control the undertaking? If used, please describe how.

in the guidelines of the "Agile Programming" methodology, the task was managed towards repair most important milestones throughout a 6 month mission timeframe. Between most important milestones, independent analysis/ prototype followed by using construction cycles drove the progress.

the important thing "tool" for the requirement evaluation were 1:1 user interviews interpreted within the context of the CIO’s "bigger photo" vision with the aid of the skilled, small 4-5 people architect group. Accelior’s WPN toolkit (usual services, XML Database, free up administration toolbox) as well because the graphical Oracle BPEL method manager facilitated the prototyping and development method

had been utility high-quality metrics used? if so, what have been they, and did using them significantly assist the undertaking?

SW best metrics have been in particular driven by consumer acceptance, which means the contract to or rejection of iterative prototypes developed in accordance with consumer interviews. The project changed into unit Checked in small parts in response to the project iterations with JUnit used because the leading unit checking out tool to make certain SW satisfactory. to satisfy performance necessities, Accelior confirmed using JMeter load testing tools

V. technologyWhat were the essential technical challenges that had to be overcome to complete the assignment successfully? How did the group reply to those challenges?

The essential challenges of this project had been non-technical. They have been often concerning the unfamiliarity of the extended crew with the agile construction method of gathering manner requirements, which created confusion. to be able to reduce such challenges in the future, the group is at present publishing a "cookbook fashion" booklet for teaching end users and contributors of the extended crew about the "agile development" ideas and methodology.

Technical challenges regarding efficiently facilitating the prototyping system arose on prior tasks. Learnings from these experiences are already implemented in Accelior’s WPM (Work manner manager) toolbox, which carries tools to facilitate the migration from mock-united statesto the real deployment, together with existing infrastructure capabilities and an XML database infrastructure and so forth. hence, Accelior complemented the "agile development" methodology with a excessive degree SOA architecture. This toolbox very neatly dietary supplements agile programming via a shared usual structure.

Minor challenges arose exposing mainframe backend gadget performance as net capabilities. These challenge were addressed via involving mainframe consultants as part of the group when obligatory.

What application equipment, together with databases, operating techniques and all development equipment, have been chosen for the venture? Why had been they chosen over competing equipment? What method turned into used to opt for building tools and software systems?

To enforce the challenge, Accelior chose the Oracle SOA Suite and applied it in a tremendously obtainable vogue. items used encompass:

  • Oracle BPEL technique manager
  • Oracle Fusion Middleware software Server (clustered) used to host internet services
  • Oracle RAC clustered database
  • Oracle Grid handle
  • Oracle XML database
  • Accelior selected the Oracle SOA know-how suite, since it offers a finished know-how answer for BPM/ SOA that suits Accelior’s needs for a standards-primarily based BPEL process engine and an XML database mandatory for Accelior’s WPM SOA accelerator framework. on the identical time, Oracle’s Grid technology is an outstanding, scalable enterprise infrastructure for SOA. overall, Accelior discovered the Oracle SOA Suite simpler to make use of, extremely purchasable and more low-budget in comparison to other solutions available on the market each from suite carriers in addition to BPM carriers.

    Describe the usual device architecture. were elements of the technical infrastructure put in location to assist the new equipment? Please describe.

    The typical architecture leverages the present backend systems (18 integration features from AS400 mainframe to client server apps), on right of which a web features layer is applied leveraging Oracle J2EE utility Server. The mid-office layer contains the BPEL method deployment working on excellent of Oracle J2EE utility Server and an Oracle RAC-based mostly XML Database. this residue, as neatly because the internet functions layer, is managed by Oracle Grid manage. For identity management, Oracle Single sign-On module integrates with ING’s IBM Tivoli access manager infrastructure.

    a vital a part of the mid-workplace layer is Accelior’s WPM (Work procedure manager) framework, which gives core general features in an SOA infrastructure. As to the consumer interface, it's either applied by way of a web utility for ING sales reps or extends to partners (electronic earnings channels).

    What traits of the tools and applied sciences used have been most crucial in reaching the business purposes of the system?

    The business standards-primarily based Oracle BPEL system manager is a herbal healthy to prototype and enforce business techniques from a enterprise analyst point of view in a graphical style. It bridges the hole between the necessities model and the exact implementation. at the equal time, BPEL interfaces without problems with net services, which expose legacy backend performance.

    A 2d core device that ensured the venture’s success is Accelior’s WPM (Work method manager) SOA factory, which offers the speedy enabler groundwork to effectively enforce SOA/ BPM. Leveraging the Oracle XML Database, WPM is an SOA framework that draws from the adventure of varied successful prior SOA projects.

    VI. assignment crew What turned into the measurement of the development team?

    The core development crew protected on normal four-5 full time architects. on occasion, consultants (such as an AS400 mainframe knowledgeable) have been brought to the core crew to address particular areas of potential, akin to mainframe connectivity.

    Describe the application development experience of the group contributors.

    All application architects concerned had been knowledgeable in agile programming. most importantly, team participants drew from event being part distributed, open-source development efforts – a key success element to make agile programming work!

    What changed into the composition and skill stage of the team? Did construction groups require working towards to work with the technology?

    development group participants came with the pre-present event to practice agile construction Core group individuals had been normal with Accelior’s WPM "quick enabler" framework from old projects. individual crew participants are AS 400 mainframe consultants (for internet capabilities connectivity)

    how many grownup-months/days did the assignment take, and over what calendar time body? became a proper time table created at the start of the venture? Did the venture live on schedule?

    The undertaking of enforcing the quote to contract technique took 6 months, April 2005 - September 2005. Formal foremost macro milestones have been based initially of the task and the venture staid on milestone. definitely, in line with old project delays and conventional undertaking time frames(in no way under 2 years), ING rent Belgium’s CIO turned into very positively surprised that the 6 month challenge plan changed into met as promised. Between predominant milestones, the mission plan became constantly adapted to new findings all over iterations.

    Did management and the consumer neighborhood trust the assignment successful?

    The ING hire CIO, considers this task a superb success, because it will enable ING lease Belgium to meet critical business desires and reside competitive in a tricky market in a checklist time building timeframe (6 months whereas any other IT task was under no circumstances achieved below 2 years). users can now address eighty% of leasing contracts (except the most unique ones) in minutes instead of distinctive hours spanning several days. No consumer should re-key facts in diverse systems and use spreadsheets on the facet, which become prior to now a standard practice.

    As an amazing vote of confidence for the success of the mission, ING hire determined to roll out this venture throughout all nations in Europe and, at the same time, beginning an analogous BPM/SOA project along side Accelior for ING financial institution. ING desires to replicate the success of this challenge.

    conclusion person feedback is equally high-quality. while every new IT undertaking capacity alternate for users, clients consider possession of the new equipment as they've been involved within the development process through interviews and prototype iterations. The building effort took terrific strides to strengthen a extremely person-friendly entrance end to the device, which gained the decent will of the person community.

    in case you had to do the undertaking over once again, would you do anything differently? If yes, please explain why.

    Many training discovered developing SOA/BPM programs had been recognized by way of Accelior throughout prior SOA tasks and grew to become into the WPM (Work procedure manager) SOA factory. therefore, this mission started with an present groundwork in accordance with prior adventure enforcing success factors and fending off mistakes.

    This mentioned, agile programming remains a leading-facet, ingenious method in want of extra growth. a lot of these areas of growth are non-technical. in terms of involving a huge variety of end users and company-users in this agile programming project, their feeling is that a "cookbook" trend training doc may have helped more suitable put together users. Many clients were surprised and at first confused by means of this essentially diverse methodology in comparison to average building procedures.

    additionally, their experience turned into that individual user interviews were more beneficial than community brainstorming events. a group assembly tried right through the process to reduce the time of individual interviews became out to be much less valuable than anticipated in line with distinct user views, distinct "huge photograph" company knowing and so on. The group became a ways harder to center of attention on opting for the premier business technique than particular person input put in context via the core architecture crew.


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