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C2040-924 IBM WebSphere Portal 8.0 Migration and Support

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C2040-924 exam Dumps Source : IBM WebSphere Portal 8.0 Migration and Support

Test Code : C2040-924
Test designation : IBM WebSphere Portal 8.0 Migration and Support
Vendor designation : IBM
: 68 existent Questions

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IBM IBM WebSphere Portal 8.0

growing an article listing With IBM WCM eight.0 (half 1) | existent Questions and Pass4sure dumps

in this five-part collection, I’m going to occupy you through constructing an editorial listing (a blog with no reader comment area) the usage of IBM's net content material manager eight.0+ and Websphere Portal eight.0+.

Our article record has these elements:

  • View an inventory of articles with pagination.
  • a piece of writing considered in the record should monitor a title, photo, and lead paragraph.
  • click-through and view at the details of the article by clicking on either the title, picture, or a hyperlink.
  • a piece of writing viewed in aspect includes the title, graphic, lead paragraph, and the leading content. The main content, or body, Have to allow for prosperous textual content or HTML.
  • Have a glance on the plunkr for an conception of what they will do.

    what is going to I learn?

    i attempted to maintain the exercise case small-ish with the aim to seat of attention on the WCM ingredients as follows:

    part I: Set the scene and prerequisites, and create the WCM libraries and workflow.

    half II: Create the article authoring and presentation templates, the website enviornment for their articles and discusses aspect tags.

    half III: Create the listing view for articles. They exercise Menu, listing Presentation, and Pagination components in addition to creating a basic authoring and presentation template to render their article list (menu component).

    part IV: Create and add authoring tools and styling accessories to enable external authors to create or adjust articles.

    half V: exercise internet content Viewer portlets and managed pages to render out the article record and detail views, and conclude the sequence.

    prerequisites and audience

    This succession is intended for intermediate clients of IBM's internet content material manager, and requires you to Have privilege here installed or attainable:

  • Websphere Portal eight.0 or 8.5 with internet content supervisor eight.0 (bundled as allotment of Portal for 8.5).

  • A bootstrap-styled portal theme, your personal theme, or primary potential of the unconcerned Portal 8.0/eight.5 themes. The sample code makes exercise of bootstrap positioning and styling, however that you could alter the samples to suit your wants.

  • word

    when you are attracted to a more comprehensive solution or illustration set arrogate for full-blown running a blog or convivial interaction, Have a glance at either IBM Connections or content material Template Catalog. 

    substances and References

    I based my designs and options on a majestic article on prideparrot. in accordance with that weblog, I created a code pattern in plunkr (you can grab it from privilege here) that they are going to exercise that as their mock-up or design template. 

    right through the article collection, i'll provide additional references to specifics from IBM's Wiki.

    Libraries and Workflow

    For their article listing, we’re going to create exercise of two WCM libraries: “article-checklist-content material” and “article-checklist-design”.

  • “article-list-content material” incorporates the articles created with the aid of the article author and the record view.

  • “article-checklist-design” contains gross of the WCM design facets infatuation components, templates, and workflow.

  • word

    it's decent apply to divide out the WCM design features from site content, as content alterations extra frequently than design. in this approach, that you can syndicate the content libraries one after the other from design libraries and set up permissions for that reason.

    Step 1: Create modern Libraries

    Log in to your Portal person interface and travel to Administration -> web content libraries.

    click on ‘Create modern library’ and comprehensive the kind as shown within the instance beneath, for each ‘article-record-content’ and ‘article-checklist-design’.

    Create libraries

    Step 2: Create the Workflow

    To manipulate their content material gadgets, we’re going to create a simple, short-post workflow. within the article-listing-design library, create the arrogate workflow aspects to attain publishing only.


    Workflow creation is out of scope for this article. To set this up you should create Workflow actions, ranges and Workflows for exercise via content items and other WCM facets. which you can likewise choose no longer to create exercise of workflow, the option is yours.


    this text almost simply laid down the groundwork for their article record by using creating some WCM libraries and a simple workflow, checklist the elements we're going to construct and providing some references.

    continue on to half 2 the site they can live growing an article.

    subject matters:

    web content material administration ,ibm websphere

    IBM Buffs site of toil and WebSphere Portal | existent Questions and Pass4sure dumps


    IBM Buffs office and WebSphere Portal
  • via Stuart J. Johnston
  • November 11, 2004
  • IBM this week announced modern and updated products in its office family unit of collaboration products, including 19 position-based integrated functions for medium and diminutive company purchasers. The company likewise noted it is going to deliver advert hoc web conferencing as a provider for valued clientele starting in December.

    The options provide customizable trade services for particular industries or categories of enterprise initiatives and operations – gross built the usage of IBM office items and chosen third-birthday party purposes.

    though possibly a cliché by now, IBM officers likewise persevered to stress the transformations between a “network-delivered” collaboration environment and one primarily based basically on very own computers – above gross Microsoft’s view. “[With Workplace Solutions] you won't Have to Have Microsoft office,” says Larry Bowden, vice chairman, of IBM office utility options.

    IBM designed the solutions by learning the job roles required for performing criterion sets of initiatives or operations inside a collection of upright markets. on the equal time, it considered the way to implement horizontal company roles inside habitual groups’ IT environments, including procurement, finance and administration, customer service, and human substances. the modern office options provide built-in software sets that meet at that nexus; as an example, systems to deliver arm banking or retail shop administration capabilities.

    “They’ve taken lessons out of IBM’s functions group and . . . they Have designed these applications to create those americans with the key trade roles extra useful,” says Robert Mahowald, research supervisor at IDC. That may still, the reasoning goes, create these corporations that undertake those solutions extra successful.

    since the options and IBM office items assist industry necessities, together with Java and XML, different products may likewise live built-in with other methods as well. IBM workplace includes Lotus workplace, WebSphere Portal, Lotus Notes and Domino, and WebSphere Everyplace, in accordance with the business’s web site.

    “Our focal point is on organizational productivity,” says Bowden, including, “Having a competitive edge isn't pretty much as capable as having a sustainable competitive facet.”

    definitely, imposing gross integrated techniques according to the capabilities that a company must accomplish as smartly because the roles of the people who duty the essential initiatives, and offering that to consumers in an respond package that's the next best thing – or so IBM officials hope – to a turnkey answer, provides that sustainable area, trade executives submit.

    The options don’t attain every thing. Implementation particulars tarry however IBM’s intent is to occupy a allotment of the stitch out of the system for diminutive and medium-sized agencies that don’t Have a division committed to providing IT. “Why don’t they bag you 70 p.c of the way?” asks Bowden rhetorically.

    in one of IBM’s demonstration situations, a fiscal institution department teller receives a large examine and needs to gain the approval of a customer carrier adult, and likewise must limpid the deposit for regulatory compliance and auditing. The arm banking respond gives job roles for 3 divide worker project sets to fulfill the required enterprise services. indeed, the modern workplace solutions encompass greater than 30 job capabilities or employee roles, enterprise spokespeople stated.

    among the many areas where IBM is offering modern workplace solutions are: retail, electronics, manufacturing, finance, telecommunications, govt, life sciences, healthcare and car agencies. moreover, the company has up to date its arm Banking solution as well as its enterprise Controls and Reporting solution (now at edition 2.5).

    essentially, besides the fact that children, IBM is taking a just a tiny different tack on coopetition. To corporations infatuation Oracle, SAP and PeopleSoft, “They’re saying, ‘we’re going to give the plumbing for you,’” says IDC’s Mahowald, leaving a allotment of the pie for different players.

    IBM will likewise start offering on require web conferencing next month, officials pointed out. “if in case you Have a browser and a cellphone, which you could install an internet convention,” Bowden says. “as a substitute of purchasing the application from us, that you can just purchase the provider.” This comes as a direct try to occupy trade far from Microsoft’s are living meeting, says Mahowald.

    in addition, IBM likewise announced a modern product in the office family. IBM workplace features categorical v2.0 is a fresh product designed for diminutive and mid-sized businesses and departments in colossal agencies. It includes crew collaboration, doc administration, net types, task lists, and portal features as neatly person customization elements. IBM workplace services specific additionally integrates with the user's existing applications and records, as well as email, calendar and tackle ebook, and provides various collaboration tools together with integrated infatuation a glint messaging. it'll ship in December, officers referred to.

    ultimately, IBM debuted the latest release of WebSphere Portal – edition 5.1 – which adds digital portals, trade manner workflow features, and more advantageous content material management capabilities. version 5.1 could live obtainable by using the nigh of November.

    The company will broadcast pricing for the entire products and services when the products can live found, trade officers noted.

    concerning the writer

    Stuart J. Johnston has coated expertise, in particular Microsoft, when you deem that February 1988 for InfoWorld, Computerworld, assistance Week, and notebook World, in addition to for enterprise Developer, XML & web functions, and .internet magazines.

    IBM unveils modern WebSphere Portal and site of toil products at Lotusphere 2005 | existent Questions and Pass4sure dumps


    IBM unveils modern WebSphere Portal and site of toil products at Lotusphere 2005

    IBM unveils modern WebSphere Portal and office products at Lotusphere 2005 IBM announced modern WebSphere Portal and site of toil products, as well as enhancements to Lotus Notes and Domino, at Lotusphere 2005 in Orlando, Fla., this past week.

    The modern edition of Lotus Notes and Domino, WebSphere Portal and the site of toil platform are designed to assist organizations lengthen the attain of lower back-end programs, in keeping with Lotusphere bulletins. These products are designed for corporations searching for to boost collaboration amongst capabilities workers, shoppers and partners, IBM mentioned.

    large Blue additionally brought modern site of toil pile tackle and a modern hosted respond that enables purchasers to create exercise of IBM collaborative utility on demand.

    New products brought at Lotusphere 2005, which coincided with the 20th anniversary of Lotus Notes, include:

    workplace Developer ToolsNew upgrades, tools and components announced at Lotusphere are designed to create constructing J2EE apps and accessories less complicated for Domino coders as well as those favorite with visible simple, in keeping with the IBM bulletins. the modern tools are designed to deliver Domino developers tools for pile applications on the IBM site of toil platform, the company talked about.

    Notes and Domino 7 inside NotesBench checking out in Notes and Domino 7 has shown as a majestic deal as a 70 % improvement in server performance, in line with IBM. more desirable integration with the IBM site of toil platform will allow customers to prolong greater Domino investments to IBM site of toil through criterion Notes Domino product upgrades. the brand modern Domino domain Monitoring tools are designed to assist consolidate and preserve the health of Lotus Domino servers. IBM spoke of it plans to create Notes and Domino 7 accessible during this summer season.

    place of toil Collaborative ServicesIBM workplace Collaboration features, a single, built-in environment, includes collaborative capabilities comparable to e-mail, calendaring, speedy messaging, digital gaining information of, internet conferencing, and document and internet content material management, based on the Lotusphere announcements. developed on a carrier-oriented structure, IBM office Collaboration services offers organizations with pre-constructed, reusable collaborative features, IBM referred to.

    WebSphere Portal net services for remote Portlets (WSRP) Self-service Validation website is obtainable now, in accordance with IBM. it is designed to give trade companions the skill to validate, view at various, and substantiate their WSRP functions integrate with IBM’s WebSphere Portal, the enterprise referred to. IBM likewise brought performance to WebSphere Portal including solitary sign-on functionality, accelerated aid for trade necessities equivalent to WSRP and JSR 168, and upgraded collaborative capabilities through IBM office client aid.

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    Data Dynamics Unveils StorageX 8.0 | existent questions and Pass4sure dumps

    Oct 4, 2017

    Joyce Wells

    Data Dynamics, a provider of smart file management solutions, has released StorageX 8.0, a solution designed to assist enterprises to analyze, move, manage and modernize data assets from creation to archive for trade transformation. According to the vendor, the modern version of StorageX provides champion for S3-compliant storage and comprehensive file management from the data seat to the cloud - helping to liquidate data silos and vendor lock-in.

    While businesses are increasingly relying on data as their primary asset, frequently the underlying infrastructure management of the data is challenged by archaic and proprietary means of managing it, said Piyush Mehta, CEO, Data Dynamics. The result is that it can live difficult for enterprises to leverage the data where and when they want it, while ensuring secure access. With the StorageX 8.0 release, Mehta said, Data Dynamics is providing enterprises the aptitude to manage data on-premise or within a hybrid cloud securely, utilizing industry standards.

    Key features in StorageX 8.0 embrace the aptitude to achieve a solitary view of data across proprietary, storage silos. Now enterprises Have a centralized view of gross of their files providing valuable insight to turn data into actionable trade intelligence. StorageX 8.0 includes a modern analysis portal, custom tags, metadata champion and analysis to drive your trade processes for modern IBM Cloud remonstrate Storage, NetApp StorageGRID and S3-compliant remonstrate storage. 

    StorageX likewise minimizes file movement complexity, cost, and risk with a solitary file management platform for the simplified movement, transformation, and management of gross data assets. StorageX operates across gross storage technology types (NAS, File, DFS and Object) using industry standards (NFS, SMB/CIFS, S3) for automated data and file migration. StorageX 8.0 likewise now includes a modern retrieval portal to simplify nigh users' aptitude to retrieve S3 archived data back into SMB file format.  This allows for the fluid movement of data from file-to-object, or file-to-file for trade agility.

    Simplifying the aptitude to effectively manage competing trade requirements, StorageX provides a central command seat to view, resolve and occupy action across data assets from migration to file tiering to archival for trade optimization and agility. Removing the barriers of proprietary storage types, StorageX allows for faster data movement and easier storage rationalization. StorageX 8.0 likewise includes comprehensive management, with automated, policy-driven workflows, for S3-compliant remonstrate storage as well as an expanded list of remonstrate storage resources.

    And finally, supporting open standards, StorageX gives users the liberty to choose their future storage and cloud direction, eliminating technology lock-in while supporting trade transformation so organizations can respond to changing trade demands more quickly. This data modernization is furthered in StorageX 8.0 with champion for S3-compliant remonstrate storage, transforming files into endemic a S3 storage format, while providing for endemic S3 access to their files, as well as the aptitude to champion DevOps projects with efficiency providing APIs for storage management automation and orchestration.

    For more information, visit

    How attain I Analyze, Move, and Manage Data for Digital Transformation? | existent questions and Pass4sure dumps

    Thanks to Cuong Le, Senior Vice President and Shahan Akmeemana, CTO at Data Dynamics for taking me through StorageX 8.0. The solution is designed to empower enterprises to seamlessly analyze, move, manage, and modernize data assets from creation to archive for heartfelt trade transformation. The modern version of StorageX delivers champion for S3 compliant storage and comprehensive file management from the data seat to the cloud — eliminating data silos and vendor lock-in.

    According to Gartner, the worldwide data volume is expected to grow by 59% year-over-year with a compound annual growth rate of more than 800% over the next five years. In addition, 80% of that growth will live from unstructured data.

    “Businesses today reckon on data as their primary asset but the underlying infrastructure management of the data continues to struggle with archaic and proprietary means of managing it,” says Piyush Mehta, CEO, Data Dynamics. “This makes it extremely challenging for enterprises to leverage the data where and when they want it while ensuring there is no security breach in accessing the data. With the StorageX 8.0 release, they are providing enterprises an aptitude to ‘Manage Your Data’ on-prem or within a hybrid cloud, using industry standards and in a secure manner.”

    This latest release is the eighth generation of StorageX. The solution provides a holistic view of gross data assets locked behind multiple storage silos. File management has become a strategic initiative for both IT and line of trade owners to ensure trade agility. StorageX serves as a central command seat for this operation, enabling organizations to view and manage data — regardless of where it is stored. Using a standards-based approach, the platform removes barriers that exist across heterogeneous storage types giving enterprises the liberty to adapt quickly to changing trade demands. StorageX provides insight into who is accessing the data and the aptitude to remove or change security permissions.

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    Analyze Data Across the Enterprise

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    How They Did it: affecting IBM’s Smarter Supply Chain to the Cloud | existent questions and Pass4sure dumps

    By Thomas Ward and Vasanthi Gopal · March 1, 2014

    These days, it is arduous to avoid the mention of cloud computing during any ordinary toil week. And with capable reason: “Cloud,” as it is referred to, is rapidly becoming a valued means of storing, sharing, and retrieving gross kinds of data at faster speeds and with far lower fixed costs than ever before. It was only a matter of time before cloud would live seen as a potential solution for some of the complex challenges that supply chain managers visage in today’s non-stop global economy.

    So what does the cloud-driven supply chain view infatuation in practice? How are its advantages actually playing out? And what are some of the challenges and risks along the way?

    IBM’s Integrated Supply Chain (ISC) organization has some answers. In 2012, ISC began taking to the cloud its trait Early Warning System (QEWS), an innovative solution developed by IBM to identify potential trait defects in its end-to-end hardware supply chain processes. In addition to saving IBM an estimated $50 million in warranty costs, QEWS is an critical step in IBM’s shift from descriptive, or reactive, analytics to predictive analytics.

    The group’s undergo with cloud computing thus far has proved to live promising. The results provide ample justification for continued investment in cloud, particularly in terms of managing time and project commitments. This article shares some of what IBM has erudite to date, gives candid disclosures about some of the pitfalls, and points to the next steps in affecting more of IBM’s supply chain to the cloud.

    IBM’s Supply Chain Imperative

    Delivering information technology hardware, software, and services to over 170 countries, IBM generated 2013 revenues of almost $100 billion with net income of $18 billion. But infatuation other Fortune 500 organizations, IBM is in white-hot competition for market partake and client relevance.

    Every efficiency gain matters; every break to shift costs from fixed to variable is of majestic interest; every technology model that improves collaboration and reduces cycle time is of enormous value. “We can create ourselves a successful company,” Ginni Rometty, IBM’s chief executive said recently.

    “But to live the world’s most essential company? Others deal that on us. They will Have to win that.” Pivotal to IBM’s effectiveness is its ISC organization, whose 20,000-plus employees in 70 countries manage more than $33 billion in annual spend for IBM and workwith more than 19,000 suppliers worldwide, gross connected online.

    The ISC owns and manages IBM’s end-to-end supply chain processes. This includes gross of its supplier-facing source-to-payment processes and its client-facing opportunity-to-order-to-cash interactions, along with the conventional plan-to-deliver activities. It should approach as no dumbfound that the ISC relies heavily on its IT prowess; more than 93 percent of supplier invoices are transacted electronically; and it has more than 30 analytics applications that are used to ameliorate its global end-to-end operations.

    The ISC’s leadership team had been well awake of cloud computing’s potential for years; after all, IBM has been a leading cloud proponent for a long time. (The enterprise has been growing its overall cloud revenues sharply in recent years; indeed, IBM reported 2013 cloud revenues of more than $4 billion—a 69 percent multiply over 2012.)

    But cloud’s value to ISC became limpid in the fourth quarter of 2011 when Tim Humphrey, ISC’s director of strategy and innovation, identified it as a key enabler for IBM’s overall supply chain strategy—notably for increasing supply chain agility. Crucially, cloud would realign ISC’s strategy with IBM’s overall corporate strategy, which was already tightly tied to cloud computing.

    The organization’s consequent cloud strategy was developed and reviewed by Tom Ward (co-author of this article and ISC’s supply chain cloud strategist), and approved by Fran O’Sullivan, IBM’s chief supply chain officer and her senior supply chain executive team.

    The strategy was established by conducting over 40 interviews across IBM’s supply chain, with executives in the office of its chief information officer, and with its Global Technology Services’ executive teams.

    In addition, available industry research was evaluated to identify the intersection between cloud and the supply chain. The primary benefits of cloud were already well understood by the team. These were anchored in the definition of cloud from the National Institute of Standards and Technology (NIST). (See Cloud Made Clear.)

    ISC leaders knew it would provide faster access to IT resources and the elastic capacity needed to create IBM’s supply chain more agile. They were intimate with the ways in which cloud service providers could hasten up “time to value” in terms of clients’ access to the cloud. They knew that the cloud can open up multi-enterprise collaboration among suppliers, clients, and trade partners, boosting supply chain efficiency.

    (In a traditional IT environment, server utilization is typically 15 percent to 25 percent, whereas in the cloud, it can live more than 65 percent.) And they understood that improved visibility of key data would create supply chains more responsive. The question was, where, across gross of IBM’s farflung supply chain operations, could cloud live piloted to best effect?

    The ISC’s leaders pinpointed three areas in which cloud could create enormous contributions:

  • Reducing the cycle time for on-boarding clients to the cloud
  • Trimming cycle times for delivery and set-up of cloud infrastructure for IBM’s and its clients’ data centers
  • showcasing the migration of IBM internal supply chain applications to the cloud
  • Cloud Made Clear

    Cloud computing has been compared to renting a car versus owning a car. Under a car rental agreement, the renter pays for the exercise of the car on a consumption basis: A renter is charged by the day or by the mile driven. The car is rented from a fleet of cars of different sizes, makes, and models.

    The renter can readily opt for an “upgrade” car if he or she needs more capacity or speed. The National Institute of Standards and Technology (NIST) defines “cloud” as follows: Cloud computing is a model for enabling ubiquitous, convenient, on- require networkaccess to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and ser vices) that can live rapidly provisioned and released with minimal management distress or service provider interaction.

    The fundamental benefits of cloud computing are ease of exercise and hasten of provisioning. It is critical to note that cloud is not a “technology,” infatuation networking or server storage; it is a usage model. It is based on a pool of network, compute, storage, and application resources. Treating gross the resources in the data seat as a pool enables users to more accurately quantify the trade value of cloud computing as a solution at each stage of implementation.

    Shortlisting Applications for The Cloud

    With those objectives in mind, Tom Ward and other ISC leaders began to map out a supply chain cloud deployment map in mid-2012. At least 12 of IBM’s existing supply chain applications were identified as sturdy candidates to migrate to the cloud—applications ranging from Web order invoicing, and online travel reservations to critical parts management tools.

    The evaluation process mapped the cloud’s desirable characteristics (as defined by NIST and ISC) to the felicitous with each application. This assessment was based on a supply chain application running on an Infrastructure as a Service (IaaS) environment. To launch the initiative, the ISC cloud team began to identify and assemble professionals from across the company who could assist drive the cloud pilot program.

    As allotment of IBM’s global technical talent development program, three ISC employees from India, Chile, and Spain worked with Ward and IBM distinguished engineer Pascal Durazzi to identify and evaluate candidate applications. By 2013, three modern staff members—including co-author Vasanthi Gopal, an IBM IT architect—had joined the team to drive ISC’s cloud application migration.

    Importantly, the cloud strategy distress required no full-time employees. Ward has been allocating approximately 30 percent of his working week to the project; Gopal commits one day a week as allotment of her own ongoing training and development initiative at IBM. Allin all, the ISC’s cloud strategy initiative has required the equivalent of perhaps one full-time person thus far.

    Additionally, the team took five key steps:

  • Evaluating the cost for migration and on-going operations
  • Comparing cloud-based costs to the business-as-usual environment
  • Completing a security risk assessment in order to mitigate any security exposures
  • Completion of a client enablement questionnaire to activate the service and provision the client’s initial resource
  • Last but by no means least, the particular planning for deployment of the application’s migration to the cloud
  • image

    QEWS Gets the Green Light

    The team selected a trait management solution, trait Early Warning System (QEWS), for the pilot. Developed in-house by IBM, QEWS has been in exercise in IBM’s Server and Storage manufacturing operations worldwide since 2008. Its advanced analytics assist detect emerging negative trends in supply chain trait early in the process.

    The utensil monitors and analyzes data that was already available in IBM’s information repository, such as full bailiwick performance data, manufacturing and test performance data, and supplier trait performance data. When an outlier is identified, QEWS proactively sends an alert to the arrogate manager, who can evaluate and substantiate that there is a potential trait related defect and initiate the necessary remediation.

    Specifically, QEWS provides an alternative to the current criterion in quality—statistical process control (SPC)—which is supine to many groundless alarms and is reactive rather than predictive. QEWS’ “smart” infrastructure automatically detects defect trends typically before they are triggered by traditional, industry criterion SPC techniques.

    Using this predictive approach to trait management, IBM can identify and resolve potential problems six to eight weeks or more earlier than with traditional SPC at any stage of the supply chain process. The result: QEWS minimizes manufacturing rework, delayed product shipments, warranty claims in recall of defective products—all of which can and attain contribute to lost time, higher costs, and lower client satisfaction.

    QEWS can mitigate these problems while lowering costs, improving productivity, and enhancing brand value. Benefits to date at IBM embrace savings of $50 million in arduous warranty costs since 2008, plus soft savings and benefits. In 2012, QEWS was recognized byInformationWeek as a leading innovation.

    And it was a finalist in the technology category of the Institute for Supply Management’s (ISM) 2013 awards. Perhaps more importantly, QEWS illustrates IBM’s shift from descriptive to predictive analytics. It is one of over 30 supply chain analytics solutions currently in use.

    The application was recommended for the pilot program by Donnie Haye, ISC’s vice president of analytics, solutions, and acquisitions. Haye based her recommendation on the fact that the QEWS sits at the intersection of trade analytics and the cloud across IBM’s suppliers, its clients, and IBM itself.

    Analytics assist unearth insights that inform trade decisions and can live used to automate and optimize trade processes. Cloud is a key enabler for integrating analytics applications and providing visibility across the supply chain. Moreover, QEWS was already gaining interest as a “showcase” application, for demonstration to IBM’s clients; affecting it to the cloud could create it easier to exercise in future collaborations with clients, suppliers, and trade partners.

    The application can live used across many of IBM’s clients’ manufacturing industries, from automobile to electronics. The edge of having QEWS in the cloud is that it makes it easier and faster to integrate with a client’s IT infrastructure. The client portal can live customized, and the user can choose the nature of data to live displayed.


    The Migration Begins

    In February 2013, the shove to retain the QEWS application on the cloud began in earnest. By March 2013, the ISC cloud team was focused firmly on technology questions, such as deciding which cloud infrastructure to select. Some platforms, such as OpenStack, CloudStack, and Cloud Foundry, are gaining popularity, but no solitary criterion has been widely adopted yet. (IBM supports infrastructure as a service (IaaS) on OpenStack and platform as a service (PaaS) on Cloud Foundry.)

    The ISC team decided to migrate QEWS to IBM Cloud Managed Services (CMS). The team secured funds from the group’s “Smarter ISC Fund”—leveraging an internal source for financing innovation projects—in order to exercise the IaaS layer. IBM Cloud Managed Services (CMS) was chosen for several reasons.

    CMS includes both the System x (Wintel) and Power System (AIX) IBM servers. The Power System provided for enterprise level application support. And CMS offered software and service options (operating system, middleware including Websphere, installation, andsupport). Crucially, from IBM’s standpoint, CMS can live readily scaled and applied by any company that manufactures and sells physical products, ranging from ponderous industrial tackle to medical devices, globally.

    That is heartfelt for a private cloud environment or for one in a hybrid cloud, shared with other companies. By April, the accent had shifted to security. Given the sensitivity of supply chain data, which regularly includes clients’ names and delivery addresses, details of suppliers’ pricing, and terms and conditions, it is simple to understand why ISC executives such as Haye were anxious to substantiate that the cloud offering would live secure enough to prevent Client A from seeing Client B’s data or IBM’s own data.

    Moreover, QEWS encompasses an abundance of trait performance data and information about supply chain risks. And since QEWS is an enterprise level IBM application, and is therefore tightly integrated with many other company wide operations and processes, the security review required significant work.

    IBM has robust policies and practices around information security management, which supply chain applications such as QEWS must comply with globally. Another capitalize of using the CMS cloud was that it is compliant with IBM’s stringent corporate requirements for security management.

    By September 2013, the ISC team’s activities had begun to pivot toward IT migration—that is, how to actually load the supply chain software into the cloud. The migration of QEWS to CMS took longer than expected; Ward’s team—and the ISC executives—had hoped it would occupy weeks, but in fact it took several months.

    What was not immediately obvious was the inequity between applications that are “cloud native”—developed on the cloud—and those that are not. To strengthen the security around QEWS on the cloud, the team accounted for the fact that QEWS was already plumbed in tightly to a wide sweep of existing data sources.

    Lessons Learned

    Cloud computing is a resilient and powerful technology model—one that can quickly liquidate the constraints imposed by traditional computing. The aptitude to access huge volumes of computing power, to dial up or dial down usage as needed, and to choose between private, public, or hybrid versions of the cloud has shown IBM’s ISC group that the cloud is of existent and enduring trade value.

    ISC’s early forays into harnessing cloud for the supply chain has given its leaders every assurance that the technology model can prove valuable in many other applications beyond QEWS. As such, authors Ward and Gopal and their colleagues began migrating a second application toward the nigh of 2013—an application that suppliers will live able to access.

    Work is well under way to pace other ISC applications into the cloud. The ISC cloud team is presently evaluating three other applications to migrate to the cloud, one of which shares QEWS’ development and test environment. This has allowed the team to very quickly provision and dedicate modern servers to the modern application—in days, not weeks.

    The CMS-based infrastructure is now being opened up to the developers of the modern application so they can install and test it in the enterprise level cloud environment. Once it has been demonstrated that this second application can hasten on the cloud, the ISC team can then scale up the platform to retain another mission critical application into production on the cloud.

    As a result of its efforts, the ISC team has erudite a lot in a short time. One critical takeaway from the longer than expected migration of QEWS is that ideally, such applications should live built on the cloud in the first placerather than trying to retrofit them onto the IaaS layer.

    Another lesson: Cloud deployments can live surprisingly low cost. In 2013, Ward and his team used only 70 percent of the money allocated for the cloud platform.

    Another positive surprise: Now that the infrastructure has been installed, it has proved extremely facile to onboard other clients. As noted earlier, the QEWS solution is of practical weight outside of IBM. Since going live, ISC has begun toil with major automotiveindustry clients to exercise QEWS in their manufacturing processes.

    The cloud deployment provides a straightforward way for IBM to demonstrate the capitalize ts it has realized and it enables clients to quickly exercise their own data to realize QEWS advantages. A client can rapidly access QEWS online, download its own data, and hasten its own analysis.

    What is perhaps most attractive is the hasten with which modern applications can live brought online now that the team has properly mapped out the cloud infrastructure. Essentially, modern applications can live ported over to the cloud in just a few weeks, whereas the QEWS application took six months to gain that stage.

    At the time of this writing, cloud’s constituent of hasten was evident in the ISC group’s entry in an internal competition at IBM. The contest—a fun way to spur excellence in internal communications and to assist convey cloud’s proliferation within IBM—involves gross of IBM’s cloud teams voting on the best way that such messages are communicated.

    The imagery used on the ISC group’s entry—racing aircraft, with the tagline “expect the unexpected—faster with analytics”—amply sums up how cloud computing is helping IBM’s supply chain hasten into the future.

    August 15, 2018

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