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A2010-574 Assess- IBM Tivoli industry Service Manager V6.1 Implementation

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

Test Code : A2010-574
Test cognomen : Assess- IBM Tivoli industry Service Manager V6.1 Implementation
Vendor cognomen : IBM
: 129 real Questions

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IBM Assess- IBM Tivoli Business

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

November 12, 2018 Alex Woodie

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

linked reports

IBM i efficiency secrets printed

What’s Cooking With IBM i On GitHub?

ASCI Job Scheduler receives Hooks for Nagios


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

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

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

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

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

develop opportunities for IBM industry companions

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

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

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

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

keeping red Hat's independence

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

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

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

"If both businesses collaborate ... and grasp a behold at to labor collectively, it may likewise breathe a very potent acquisition," he mentioned.

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

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


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

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

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

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

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


A2010-574 Assess- IBM Tivoli industry Service Manager V6.1 Implementation

Study lead Prepared by Killexams.com IBM Dumps Experts


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

Test Code : A2010-574
Test cognomen : Assess- IBM Tivoli industry Service Manager V6.1 Implementation
Vendor cognomen : IBM
: 129 real Questions

right here is perquisite source of original dumps, revise answers.
killexams.com is the high-quality and revise way I actually absorb ever stumble upon to Put together and skip IT tests. The component is, it offers you as it should breathe and EXACTLY what you necessity to understand for A2010-574 examination. My pals used killexams.Com for Cisco, Oracle, Microsoft, ISC and other certifications, each and every excellent and valid. Totally reliable, my non-public favorite.


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ive been so fragile my entire way yet I recognise now that I needed to accumulate a bypass in my A2010-574 and this will create me favorite probably and sure im quick of radiance yet passing my tests and solved almost each and every questions in just 75 minutes with killexams.com dumps. more than one exquisite men cant deliver a exchange to planets manner however they can simply will let you realize whether you absorb got been the principle fellow who knew the way to conclude this and i necessity to breathe recognized in this world and create my own specific imprint.


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

News

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

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

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

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

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

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

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

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

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

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

    Industry analysts assay that by 2002, SANs will breathe used by 70 percent of each and every medium and large companies. – Thomas Sullivan

    About the Author

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


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

    This chapter is from the bespeak 

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

    Figure 4-5

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

    Determining Cost center Charging Methods

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

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

    To cheer you develop your rate and a means for capturing utilization information, they absorb summarized a general way for developing a chargeback model. This way includes developing a chargeback model to determine the rate; populating the chargeback model with a amalgamate of assumptions, averages, and actual costs; and determining utilization, or quantity of services. Developing measures of utilization is a key link to the demand management process.

    Develop Chargeback Model to Determine Rate for Each Service

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

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

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

    Table 4-6. Top-Level Summary Sheet

    Published Service

    Unloaded Chargeback Rate

    Administrative Overhead Rate

    Published Rate (Rounded)

    Hosting

    $16,428

    5%

    $17,250

    Batch processing

    $2,857

    5%

    $3,000

    Collaboration service

    $3,809

    5%

    $4,000

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

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

    Table 4-7. Services Inputs and Buildup Worksheet

    Published Services

    Hardware Cost (Purchase Price)

    Operating System (One-Time Cost)

    Staff Setup Cost

    Annualized Amount (with 3-year Depreciation)

    HW and SW Maintenance

    Annual Staff Cost

    Annual Cost

    Hosting

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $5,000

    $16,428

    Development of enterprise resource planning (ERP) customized application

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $150,000

    $166,428

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

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

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

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

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

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

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

    Table 4-8. IT Pricing Framework for industry Units

    Published Service

    Service Increment

    Service (or Chargeback) Rate

    Service Utilization

    Total Chargeback Cost (or IT Price)

    Hosting

    Per server

    $12,000

    1

    $12,000

    Batch processing

    CPU second

    $0.3

    10,000

    $3,000

    Collaboration service

    Per site

    $2,000

    2

    $4,000

    Application development

    Per statement of labor (SOW)

    $25,000

    1

    $25,000

    Total

    $44,000

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

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

    Determine Utilization or Quantity of Services

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

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

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

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

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

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

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

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

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

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

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

    Implement Automated Tools to Monitor Resources, Costs, and Utilization

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

    Figure 4-6

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

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

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


    IBM Introduces original RFID Services | killexams.com real questions and Pass4sure dumps

    By Jonathan Collins

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

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

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

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

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

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

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

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

    RFID Journal Home

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



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