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CAT-221 exam Dumps Source : CA Clarity PPM v13.x Professional Certification
Test Code : CAT-221
Test denomination : CA Clarity PPM v13.x Professional Certification
Vendor denomination : CA-Technologies
: 50 existent Questions
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ISLANDIA, N.Y., Jan. 18, 2012 /PRNewswire/ -- CA technologies (Nasdaq: CA) these days announced a new release of CA readability™ undertaking and Portfolio administration (PPM).
This liberate redefines the person journey and improves shoppers' skill to:
"businesses want to CA applied sciences for industry carrier Innovation - the usage of advanced technologies and new tactics to bring innovation and value to their shoppers," spoke of Brian Bell, generic supervisor, provider and Portfolio management, CA applied sciences. "We observe agencies increasing how they utilize PPM by way of making utilize of it to industry initiatives akin to cloud carrier adoption for industry transformation, new product development, managing initiatives from conception to execution and industry collaboration.
"With its redefined consumer adventure and built-in commercial enterprise gregarious collaboration, CA clarity PPM v13 revolutionizes how groups utilize PPM by means of increasing industry alignment and presenting a way to greatly simplify the adoption of PPM within IT groups and throughout other industry areas. It offers a solitary solution for managing the work, components, budgets and performance of IT and industry initiatives, even if delivered on premise or on-demand as a provider," Bell introduced.
This release of CA clarity PPM furthers valued clientele' skill to in the reduction of prices through stronger productivity and a simplified consumer experience; to achieve quicker time-to-cost from their utility investment; and to collaboratively innovate across assorted features within the business.
greater productivity is performed through a brand new constant, intuitive consumer interface (UI) that simplifies the user journey to raise productiveness and wait on in the reduction of costs. the new UI offers:
Collaborative innovation is completed by using incorporating thought capture and neighborhood collaboration, necessities planning and Agile planning during the CA readability PPM solution.
fast time-to-cost of the utility can exist realized via dissimilar operational enhancements together with automated fiscal management and visible roadmaps in addition to a straightforward upgrade from prior on-premise models and the election to utilize CA clarity PPM delivered on-demand as a provider.
"This liberate of CA clarity PPM has many new features and contours that lengthen its utility and capitalize past the IT branch," pointed out Tammi Reel, vice chairman of the broad apple metropolis CA clarity PPM person community and senior utility analyst, rising health, Montefiore counsel know-how. "The simplicity, added facets and a brand new user interface should augment productiveness for flawless users – from senior administration to assignment managers. CA clarity PPM clients should observe edition 13 as a breath of fresh air. it's basically an violent makeover to the CA readability PPM application."
available on premise, on-demand as a carrier, or hosted and carried out via CA functions, CA readability PPM v13 changes the manner partners and clients view and utilize the solution. purchasers who engage CA capabilities to host and withhold in favor the software can understand discount rates on capital investments and inside useful resource costs, on account that CA features will additionally video parade and control the solution and infrastructure, and upshot CA readability PPM improvements purchasable automatically.
valued clientele who utilize the utility on-premise, on-demand, or as a hosted solution believe the election to interact CA functions for an in-depth assessment to lengthen the price they can derive from PPM and utilize CA features to duty upgrades.
"This unencumber of CA clarity PPM provides every thing a solution supersede should soundless – it improves the product with out changing the current functionality that customers love," referred to Bob Schwartz, managing primary, Digital Celerity, a premier CA applied sciences own issuer accomplice. "We anticipate this release to open new markets for us with an superior potential to reveal CA readability PPM's expansive capabilities. The agility to circulation from an resourceful concept to a component of the portfolio to exist managed in a solitary solution is potent for the mid-market."
The latest liberate of CA clarity PPM is attainable today. For additional info, gratify visit http://www.ca.com/us/products/aspect/CA-readability-PPM.aspx.
About CA applied sciences
CA applied sciences (NASDAQ: CA) is an IT management utility and solutions company with lore across flawless IT environments – from mainframe and disbursed, to virtual and cloud. CA technologies manages and secures IT environments and enables customers to convey more supple IT services. CA technologies resourceful products and functions provide the insight and ply essential for IT groups to energy industry agility. the majority of the global Fortune 500 relies on CA technologies to control evolving IT ecosystems. For additional info, talk over with CA technologies at www.ca.com.
observe CA technologies
Copyright © 2012 CA. flawless Rights Reserved. One CA Plaza, Islandia, N.Y. 11749. flawless other logos, change names, service marks, and logos referenced herein belong to their respective corporations.
Leanne Agurkis cell: 407-620-2136Leanne.Agurkis@ca.com
source CA technologies
CA clarity™ PPM 13.1 Empowers commercial enterprise purchasers to snare optimum industry value From resources and Budgets
imaginitive New Modules deliver Unified Planning, better Collaboration, function-based aid Identification and Clearer economic Visibility
ISLANDIA, N.Y.--(business WIRE)-- CA applied sciences (NAS: CA) these days announced creative new enhancements to CA ClarityTM undertaking and Portfolio administration (PPM) that wait on consumers enrich their backside-line performance by way of continuously aligning the allocation of their finite elements with their invariably altering enterprise wants.
by taking abilities of the new capabilities offered with the aid of CA readability PPM 13.1, enterprise consumers can:
What clients are asserting about CA clarity PPM 13.1
British Sky Broadcasting, a issuer of the most complete multi-channel, multi-platform tv carrier in the UK and eire makes utilize of CA clarity PPM for brand spanking new product building.
"greater than 10.4 million households in the UK and ireland subscribe to their entertainment and communications features so new innovation is vital, and CA readability PPM has enabled us to upshot more desirable suggested choices on how to snare the ultimate value from the business's elements," said Moira Wedel, PPM options manager, British Sky Broadcasting. "CA clarity PPM 13.1 will expand their capacity to tune expenses, materials, demands and capacities throughout departments so that they are able to greater rapidly upshot choices and reallocate tasks that are in jeopardy of underperforming or going over finances."
office Depot, a leading world company of workplace materials and services, is using CA clarity PPM On-Demand for useful resource management and standing reporting for their IT initiatives.
"CA clarity PPM On-Demand has enabled us to circulate faraway from steer tracking so that they are able to profit a far better understanding of their resource utilization and ameliorate their labor productiveness," talked about Christy Poe, director, IT Planning, workplace Depot. "As they proceed to extend on their implementation, they search for ahead to the usage of CA readability 13.1 to additional wait on us automate their IT economic methods and enrich upon their means to duty skill planning."
On-Premise, Hosted and SaaS start models
CA readability PPM gives purchasers the election of buying the new capabilities by way of on-premise, hosted and SaaS birth models.
With the addition of Korean, intimate chinese language and Simplified chinese, CA readability PPM now supports 20 languages. CA readability PPM besides now extends accessibility with WCAG 2.0 degree AA and fragment 508 certification—as well as assist for Google Chrome.
"latest managers are below greater pressure than ever to upshot sensible portfolio selections, maximize productiveness, and reside aligned with relentlessly changing industry situations," pointed out Lokesh Jindal, commonplace manager, provider and Portfolio management solutions, CA applied sciences. "CA clarity PPM 13.1 uniquely provides the technology foundation essential for assembly these captious administration challenges."
CA readability Agile and CA clarity requirements
CA technologies besides introduced new releases of CA readability Agile (formerly CA Agile vision™) and CA clarity necessities (formerly CA Product imaginative and prescient), which are integrated with CA readability PPM 13.1.
Enhancements to CA readability Agile augment collaboration throughout digital teams, and allow dawn teams to more desirable exist vigilant the connection of person reports over higher tasks. Enhancements to CA readability necessities wait on streamline the collaborative collection and ongoing management of assignment requirements.
each items besides now encompass OEM versions of Tasktop Dev and Tasktop Sync for seamless integration with third-birthday party software Lifecycle management (ALM) solutions, providing highest visibility into application projects that span varied evolution environments.
What's New in CA clarity PPM Webcast
About CA technologies
CA applied sciences (NAS: CA) offers IT administration solutions that champion purchasers control and cozy complicated IT environments to aid agile company functions. agencies leverage CA applied sciences software and SaaS solutions to accelerate innovation, transform infrastructure and relaxed statistics and identities, from the facts middle to the cloud. exist trained more about CA technologies at www.ca.com.
comply with CA technologies
Copyright © 2012 CA. flawless Rights Reserved. One CA Plaza, Islandia, N.Y. 11749. flawless different emblems, exchange names, carrier marks, and logos referenced herein belong to their respective businesses. This doc is to your informational purposes handiest. CA assumes no accountability for the accuracy or completeness of the tips. To the extent authorized with the aid of pertinent legislation, CA offers this doc "as is" with out assurance of any kind, together with, without predicament, any implied warranties of merchantability, health for a specific goal, or non-infringement. In no event will CA exist accountable for any loss or harm, direct or indirect, from using this document, including, with out hindrance, lost earnings, enterprise interruption, goodwill or misplaced statistics, in spite of the fact that CA is expressly suggested in strengthen of the desultory of such damages.
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CA Technologies has unveiled a training scheme for new computer science graduates aimed at broadening their lore in professional services.
Through the Associate Services Consultant Programme (ASCP), CA Technologies will exist recruiting across a gain of disciplines, such as computer science, computer information systems, and information technology, as well as more business-oriented degrees such as industry administration, industry management or international industry and management.
The programme aims to train graduates in the necessary technical and industry skills to provide professional services related to a specific CA products.
An initial group of six associates in the UK, flawless of whom possess a BSc, MSc or PhD degree, has just completed training and certification and these employees are now actively engaged on project and portfolio management (PPM) deployments.
Valentina Zanardi is one of the first graduates to engage the ASCP. She joined CA while completing a PhD at University College, London. The programme of training offered three weeks of violent training on Clarity, the CA Technologies PPM tool. She now works with customers to wait on them snare the most from Clarity.
"I've always been ambitious. I hope my career develops quite fast. I would really enjoy to engage on more management roles, rather than technical," she said.
Debbie Shingler, director of CA Services in Europe, said: "By providing associates with a thorough understanding of their customers' industry objectives, a solid working lore of CA Technologies solutions and the skill to effectively deploy these solutions, including team management and communication skills, CA will exist better equipped to effectively serve customers and ensure they snare the most out of their CA Technologies investment."
CA is now planning to recruit 24 candidates from across Europe. In Italy, four associates will exist hired, trained and certified in security and compliance management to wait on customers address their most captious security needs. In Germany, an additional five candidates will relate the ASCP to build their skills in CA's virtualisation and service automation, helping customers deploy repeatable and measurable processes for defining, delivering and supporting services and assets.
British Gas launches IT apprenticeship scheme for school leavers >>
Co-operative Group tender IT apprenticeships as fragment of £9m academy >>
In the software business, certifications are often table stakes when you want to finish industry with the world.
When you hire an electrician to wire your new house, you want to upshot sure he or she is a certified professional because you don’t want your house to sear down. The certificate makes gives you self-confidence that your electrician knows what he or she is doing.
Companies buying software and services for mission captious processes want that very confident feeling when they utilize or buy products to decipher industry problems. And a sticker on the box makes it smooth to see, who is up to the job and who isn’t. You upshot your short list from vendors and professionals who are certified.
Stage-Gate is one of the certifications you should exist looking for. Stage-Gate isn’t your garden variety sticker of confidence. “Stage-Gate Ready Certification, Version III, requires participating software providers to demonstrate functionality that moves beyond the tactical execution of new product development”, says Scott J. Edgett, world renowned innovation expert and CEO of Stage-Gate International. “It addresses the business’ requisite for visibility of their innovation program from the strategic, portfolio and project level, while addressing a level of analysis that supports the continuous improvement of enabling Stage-Gate innovation management processes.”
Certification week is not an smooth yoke of days in the lab. CA Technologies recently demonstrated CA Clarity PPM performance on more than 115 mandatory and 97 optional criteria. This achievement includes the skill to automate process optimization and innovation strategy – new areas addressed with Stage-Gate’s latest version of evaluation criteria.
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“The Stage-Gate Ready recertification further differentiates CA Technologies as the leading Project and Portfolio Management solution for product and service innovators,” said Mary Cauwels, senior director of product marketing at CA Technologies. “The combination of effectual portfolio management, where you view each new project as an investment complimented by a Stage-Gate process uniquely helps organizations utilize consistent, vigorous criteria to ensure they are investing in the prerogative innovations at the prerogative time.”
Look under the hood – the Stage-Gate sticker means technology you can trust.
Read more about CA Clarity™ PPM by CA Technologies Stage-Gate Ready Certification here.
More and more organizations are transforming their IT departments into self-sustaining industry units, treating internal users as if they were external customers. And for friendly reason, says Dennis Drogseth, vice president of Enterprise Management Associates, an IT management consultancy.
“IT is a industry within the business,” he says. “If it’s not quicken that way, it won’t exist effectual or efficient.”
But delivering IT as a service is not a picayune transformation — nor, ultimately, one with a foreseeable end. It can involve elements of project portfolio management, re-engineering of workflow, and process improvement spanning several years.
Many great IT organizations believe discovered that the route to a customer-centric service organization runs along the ITIL (Information Technology Infrastructure Library) framework. By adopting best practices for managing service requests, changes, and IT assets, organizations can harness their wait on desks, avoid downtime from unauthorized changes, and deliver better service to their internal customers, notes David Ratcliffe, CEO of ITIL training organization Pink Elephant.
But ITIL is only a means, not an end. “The biggest misconception is that flawless you requisite to finish is become ITIL certified,” Drogseth warns. “That’s a sure recipe for failure. You believe to design out what it is you’re trying to enable. The discontinue has to transcend ITIL.”
With flawless broad initiatives, the biggest hurdle is getting the champion of your prospective customers. “The No. 1 pitfall is always people,” says Jean-Pierre Garbani, a vice president at Forrester Research. “If people feel threatened by what you’re doing, they’re going to resist it. You’ve got to educate them, expose them the benefits, remove the threat.”
A customer-centric IT department increases productivity, drives up project success rates, and creates a higher profile for technology within an organization. If efforts in this direction are poorly implemented, organizations risk further alienating techies from the ease of the organization — turning them into order takers for the enterprise, rather than industry advisers. Done well, however, corporate strategy and investment track records stand to ameliorate significantly.
Here are four organizations getting IT as a service right.
Meeting the customer-focus challenge:Purdue’s renewed end-user orientation earns lofty marks
Two years ago, a techie at Purdue University came up with a noteworthy idea. Why not eddy professors’ lectures into podcasts that Boilermaker undergrads could download and listen to as often as they wanted? With that glisten of inspiration, the BoilerCast service was born.
There was just one problem: Hardly anyone in IT management knew the program existed. Purdue’s CIO, in fact, create out about BoilerCast when the guy who started it — a supervisor in one of Purdue’s video departments — was interviewed on a local tidings station.
“It’s a time in their lives they don’t really enjoy to referee about,” admits Brett Coryell, executive director for Information Technology at Purdue (ITaP). “Our CIO came back to us with a lot of questions they couldn’t own — enjoy how they were going to champion the service as it scaled, or protect professors’ rights to their own content.”
Shortly afterward, ITaP began rolling out a customer-focused approach for delivering IT services to Purdue’s 62,000 students and staff, following a project-governance model and portfolio-management approach. Now BoilerCast is one of 130 services ITaP offers in its online service catalog, which besides includes items such as payroll services, phones, and networking. If, say, the student services department needs a new access-control system for the gymnasium, Coryell says, it can purchase application-hosting services from ITaP. The fee would besides embrace a inescapable amount of rack space, power, networking, and muster support.
Roughly 25 percent of ITaP’s $58 million budget comes from charge-backs to internal customers; the ease is covered by the university. The group is required to shatter even over a rolling three-year span; if it collects too much money, it has to lower next year’s rates; too little, and it has to renegotiate with customers.
“That puts noteworthy pressure on us to preserve service levels lofty and customers satisfied,” Coryell says. “We’re not allowed to quicken a deficit, so if customers leave us, we’ve got to suffuse everyone else more.”
The customer-centric focus flows in the antithetical direction as well. When ITaP must determine which of the 30 to 60 projects in its portfolio deserve the most resources, it brings in a governance committee composed of 20 department heads. Each member ranks projects based on factors such as benefit, cost, duration, and risk; projects that receive the highest overall ranking are then paired head to head until the group reaches a consensus about which ones to pursue first.
ITaP’s shift in focus began three and a half years ago when it embraced formal project management. Nearly half of ITaP’s 450 full-time employees believe gone through ITIL training, while nine employees believe completed their Project Manager Professional certifications, an 18-month process.
The training has paid off handsomely. terminal year ITaP rolled out a course-management system across Purdue’s four campuses; its ITIL-based service desk was able to cleave second-level champion calls by 50 percent. The group has just finished rolling out BMC’s Remedy Service Desk for unified ticketing and incident handling. Coryell says these changes will allow ITaP to implement a $73 million ERP project without adding more full-time personnel or degrading service levels.
“Being more customer focused challenges their staff to not only exist technically savvy, but besides in paw with the industry community,” he says. “By asking probing and open-ended questions, they can upshot sure we’re pile them the prerogative systems and better aligning ourselves with their business.”
Flying lofty on ITIL:Oakland County finds a lifeline in ITIL and CA Clarity
It’s not every day you’re asked to deliver three astronauts in a crippled spacecraft thousands of miles above the Earth. But that was the job facing Phil Bertolini and his Mission Control team as they grappled with explosions, rising carbon-dioxide levels, and dozens of other tough problems coming at them from every direction.
Of course, this was not NASA’s Mission Control, and they weren’t rescuing the existent Apollo 13. It was a one-day ITIL training exercise conducted terminal March at CA’s Long Island, New York, headquarters. Bertolini, CIO for Oakland County in Michigan, was there with members of his management team to learn firsthand just how nasty things can snare when your service-management process is lost in space.
The exercise was an appropriate one. In the mid-’90s, Oakland County’s IT office was juggling more than 900 projects, with no way to track status, completion date, or whether the project was soundless needed. Oakland’s wait on desk, relied on by more than 4,300 county employees and 61 cities and townships, was a rolling disaster.
“The Apollo 13 exercise mirrored their own problems with their wait on desk,” Bertolini says. “We had five champion numbers for people to call, nothing ever got logged, and employees were bypassing the wait on desk and escalating problems to people they knew in the IT department.”
Oakland’s road to recovery began in the late ’90s, when the county set up a PMO (project management office) and implemented PM (Portfolio Management) software that’s now known as CA Clarity PPM (Project Portfolio Management). flawless 900-odd projects were suspended while county officials resubmitted their proposals to the PMO. Most, Bertolini says, went into the circular file. Cross-departmental leadership groups began meeting every three months to debate projects’ merits and establish priorities. The department instituted a series of two-year plans so that everyone would know exactly what was on IT’s plate for the next 24 months and adopted an enterprisewide approach to development. This allowed the county to shave millions off potential evolution costs and to engage on more-ambitious projects despite flat budget growth.
More recently, the county brought the very governance principles to its wait on desk using CA’s Service Desk solution, routing flawless incidents through a solitary point of contact and minimizing escalation.
It was a hard sell at first, Bertolini says, requiring an internal marketing drive as well as strong champion from top executives.
“Our service desk people had been holding customers’ hands for many years. They had to upshot them understand that the new system would upshot them more efficient and able to deliver services in a more robust way to their customers.
“The customer here is everything for us,” he adds. “Everything they finish is for someone else in county or city government. They know they believe to meet their needs and expectations.”
When technology is the business:Thomson pecuniary watches its productivity grow
At Thomson Financial, which provides everything from data tickers to trading terminals for investment banks, technology doesn’t just drive the industry — it is the business.
So it’s only natural that when the division of the $6.6 billion Thomson Corp. sought to ameliorate its internal workflow, it create the own in an application lifecycle management instrument used by a handful of coders in its IT department.
Three years ago, Thomson brought Serena Software’s TeamTrack out of the back office and into the front office, gradually rolling it out to manage different processes across the organization. Today more than one-third of Thomson’s 8,700 employees utilize it for provisioning, sales proposals, wait on desk incidents, and dozens of other internal processes that require a clearly defined workflow.
“We realized that what TeamTrack was friendly at — offering visibility into the evolution process, tracking who made changes to the code and when, and managing hand-offs between different teams — could exist applied throughout the organization,” says executive vice president Warren Breakstone. “We’ve taken TeamTrack far beyond what it was envisioned to do.”
Before TeamTrack, it would engage a Thomson salesperson four or five days to travail up a proposal for a client, says Breakstone. Now it takes four or five minutes. Breakstone says sales pros simply fill out a Mad-Libs-style profile with information about the client’s needs and requirements, and the system spits out a six- to 10-page proposal customized to each client.
The beauty of the software is that applying it to new industry processes is a matter of changing configurations, not code, says John Hastings Kimball, Thomson’s vice president of workflow solutions. That means new apps can exist rolled out in days instead of months, giving an instant productivity boost.
When the company recently integrated TeamTrack with Salesforce.com, integration was done by industry analysts in partnership with IT, Breakstone says. But the industry side isn’t encroaching on IT’s territory as much as the techies are reaching out toward business.
“The extinct model of throwing requirements over the transom to IT is gone,” says Breakstone. “Instead of talking in technology nomenclature, the conversation is more about industry requirements and end-user needs. More than anything this change has empowered IT, bringing it closer to the industry and to end-users.”
Getting a grip on managing change:Mary Kay puts on a new visage on internal processes
With five regional U.S. offices, 34 international locations, 1.6 million independent consultants, and three discrete internal IT organizations, Mary Kay had a lot of different ways to snare things done. And that, says technology leader Steve Moore, was a challenge.
“Three or four years ago, they were disparate in the way they handled data operations,” Moore says. “We spoke different languages and used different systems to finish the very things.” That in eddy led to duplicated efforts and inefficiency.
That’s when the $2.2 billion skin-care manufacturer began to adopt a BSM (business service management) exercise using BMC’s Remedy suite and ITIL to standardize its internal processes. It began by implementing BMC Remedy Service Desk to create a standard ticketing system for handling and monitoring events and service requests. In the past, Moore says, many requests were made on an ad hoc basis, via e-mail or face-to-face meetings.
“A lot of deals were done in the hallway,” he says. “We didn’t believe a centralized service-request system, and when your requests are done via conversation or e-mail, it’s hard to report and even harder to measure. Now when people walk down the hallway and say, ‘You requisite to change something in Exchange,’ they declare them they requisite to withhold a ticket in. For the first time, they were able to measure the travail their IT people did in supporting the organization.”
About a year after implementing the service desk, Mary Kay added BMC’s asset- and change-management products, built around BMC’s Atrium CMDB (Configuration Management Database). The CMDB integrates with automated discovery tools and databases throughout the organization, acting as a central clearinghouse for information on flawless of Mary Kay’s IT assets.
Because the firm leases flawless of its apparatus on two-year lifecycles, getting an accurate view of its assets has been a challenge, Moore says. Though the company’s CMDB is soundless a travail in progress, Moore says the system has given the company the skill to observe a lot of what IT manages in a solitary place.
Adopting centralized systems besides allowed Mary Kay’s Dallas headquarters to become an IT service organization for its five regional offices and some international offices, many of which lack internal IT personnel.
Moore says the biggest hurdles believe been overcoming users’ resistance to change, educating them about ITIL best practices, and convincing IT personnel that they’re more than mere order takers for the ease of the organization. The company had to sell them on the benefits of standardization — such as the skill to prioritize service requests and free up IT from day-to-day operations for travail that’s both more exciting and more vital to the company’s bottom line.
“In the past, IT was viewed as the guys in the basement that you believe to deal with,” he says. “Now we’re reaching out and providing better solutions to the business. They used to referee enjoy we’re a mom-and-pop shop; now we’re thinking enjoy a global shop. IT had to eddy the corner on that mentality, and through consolidation, education, and standardization, they did.”
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