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LOT-924 IBM WebSphere Portal 8.0 Migration and Support

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

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

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IBM IBM WebSphere Portal 8.0

growing a piece of writing record With IBM WCM eight.0 (part 1) | existent Questions and Pass4sure dumps

in this 5-part collection, I’m going to capture you through constructing an editorial listing (a blog with out a reader observation area) using IBM's internet content manager 8.0+ and Websphere Portal 8.0+.

Our article list has these aspects:

  • View an inventory of articles with pagination.
  • an article considered within the record may noiseless expose a title, image, and lead paragraph.
  • click-via and view at the particulars of the article by means of clicking on both the title, graphic, or a link.
  • an article seen in element contains the title, picture, lead paragraph, and the main content. The leading content material, or physique, ought to permit for wealthy textual content or HTML.
  • Have a glance at the plunkr for a concept of what they will do.

    what's going to I gain lore of?

    i attempted to hold the employ case small-ish for you to focus on the WCM components as follows:

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

    part II: Create the article authoring and presentation templates, the web page belt for their articles and discusses point tags.

    half III: Create the listing view for articles. They employ Menu, checklist Presentation, and Pagination accessories as well as making a basic authoring and presentation template to render their article listing (menu part).

    half IV: Create and add authoring rig and styling add-ons to enable external authors to create or regulate articles.

    half V: employ net content material Viewer portlets and managed pages to render out the article listing and element views, and conclude the series.

    prerequisites and viewers

    This collection is meant for intermediate clients of IBM's net content manager, and requires you to hold prerogative here do in or attainable:

  • Websphere Portal 8.0 or 8.5 with internet content supervisor 8.0 (bundled as section of Portal for eight.5).

  • A bootstrap-styled portal theme, your personal theme, or basic edge of the unbiased Portal eight.0/8.5 topics. The illustration code makes employ of bootstrap positioning and styling, however that you may regulate the samples to proper your needs.

  • observe

    when you are interested in a more complete solution or instance set apropos for full-blown blogging or social interplay, hold a glance at both IBM Connections or content Template Catalog. 

    substances and References

    I primarily based my designs and concepts on a considerable article on prideparrot. based on that blog, I created a code sample in plunkr (which you can grab it from here) that they will employ that as their mock-up or design template. 

    all over the article series, i will supply extra references to specifics from IBM's Wiki.

    Libraries and Workflow

    For their article record, we’re going to fabricate employ of two WCM libraries: “article-listing-content” and “article-record-design”.

  • “article-record-content material” consists of the articles created by using the article writer and the listing view.

  • “article-list-design” contains sum of the WCM design features like components, templates, and workflow.

  • be aware

    it is safe apply to divide out the WCM design facets from site content material, as content changes more regularly than design. during this method, which you can syndicate the content material libraries one after the other from design libraries and installation permissions for this reason.

    Step 1: Create unique Libraries

    Log in to your Portal user interface and evanesce to Administration -> net content libraries.

    click ‘Create unique library’ and complete the benevolent as shown within the instance below, for both ‘article-list-content material’ and ‘article-record-design’.

    Create libraries

    Step 2: Create the Workflow

    To control their content material items, we’re going to create a simple, brief-put up workflow. within the article-record-design library, create the acceptable workflow aspects to enact publishing simplest.


    Workflow creation is out of scope for this article. To set this up you requisite to create Workflow moves, ranges and Workflows to live used by content material gadgets and other WCM facets. that you would live able to likewise compass to a determination no longer to employ workflow, the election is yours.


    this article basically just laid down the groundwork for their article listing via developing some WCM libraries and a simple workflow, checklist the points they will construct and featuring some references.

    continue on to half 2 where they should live growing an editorial.


    net content administration ,ibm websphere

    IBM Buffs office and WebSphere Portal | existent Questions and Pass4sure dumps


    IBM Buffs status of travail and WebSphere Portal
  • by means of Stuart J. Johnston
  • November eleven, 2004
  • IBM this week introduced unique and up to date products in its workplace family of collaboration items, including 19 position-primarily based integrated applications for medium and little enterprise valued clientele. The company likewise mentioned it's going to supply advert hoc web conferencing as a provider for valued clientele starting in December.

    The solutions deliver customizable enterprise services for unavoidable industries or categories of enterprise projects and operations – sum developed the employ of IBM status of travail products and chosen third-birthday party purposes.

    even though most likely a cliché by passage of now, IBM officers additionally continued to emphasize the ameliorations between a “network-delivered” collaboration ambiance and one based mostly essentially on own computer systems – in particular Microsoft’s view. “[With Workplace Solutions] you shouldn't hold to hold Microsoft workplace,” says Larry Bowden, vice president, of IBM office application options.

    IBM designed the options by learning the job roles required for performing regular sets of tasks or operations within a set of upright markets. at the equal time, it considered a passage to implement horizontal company roles inside ordinary companies’ IT environments, including procurement, finance and administration, customer service, and human elements. the unique status of travail solutions provide built-in utility sets that meet at that nexus; for instance, programs to provide department banking or retail store administration functions.

    “They’ve taken lessons out of IBM’s services group and . . . they hold designed these packages to fabricate those people with the key enterprise roles extra effective,” says Robert Mahowald, analysis manager at IDC. That may still, the reasoning goes, fabricate these organizations that adopt these solutions more a hit.

    since the options and IBM status of travail products back business specifications, including Java and XML, other items can live built-in with other methods as neatly. IBM workplace comprises Lotus status of work, WebSphere Portal, Lotus Notes and Domino, and WebSphere Everyplace, in line with the enterprise’s web site.

    “Our center of attention is on organizational productiveness,” says Bowden, including, “Having a competitive aspect is not as safe as having a sustainable competitive area.”

    in fact, enforcing entire integrated systems in accordance with the services that a enterprise must operate as smartly because the roles of the americans who fulfill the requisite projects, and providing that to purchasers in an own rig it's the subsequent smartest thing – or so IBM officials hope – to a turnkey solution, offers that sustainable side, enterprise executives do up.

    The options don’t enact every thing. Implementation particulars remain but IBM’s intent is to capture section of the ache out of the system for little and medium-sized groups that don’t hold a division dedicated to proposing IT. “Why don’t they accumulate you 70 percent of how?” asks Bowden rhetorically.

    in a solitary of IBM’s demonstration situations, a bank department teller receives a commodious examine and needs to achieve the approval of a consumer provider adult, and additionally should clear the deposit for regulatory compliance and auditing. The arm banking solution gives job roles for 3 several employee project units to meet the necessary company functions. certainly, the brand unique office solutions embody greater than 30 job features or worker roles, company spokespeople talked about.

    among the areas the status IBM is providing unique status of travail options are: retail, electronics, manufacturing, finance, telecommunications, executive, lifestyles sciences, healthcare and car businesses. moreover, the business has up-to-date its arm Banking own in addition to its enterprise Controls and Reporting solution (now at version 2.5).

    essentially, besides the fact that children, IBM is taking a a bit several tack on coopetition. To agencies like Oracle, SAP and PeopleSoft, “They’re asserting, ‘we’re going to deliver the plumbing for you,’” says IDC’s Mahowald, leaving a section of the pie for other players.

    IBM will likewise start providing on demand net conferencing next month, officers talked about. “when you've got a browser and a telephone, that you can install a web convention,” Bowden says. “as an alternative of purchasing the application from us, that you can just purchase the service.” This comes as a direct try and capture company away from Microsoft’s are animate meeting, says Mahowald.

    moreover, IBM likewise introduced a brand unique product within the status of travail family unit. IBM status of travail functions categorical v2.0 is a fresh product designed for little and mid-sized groups and departments in gigantic corporations. It comprises crew collaboration, document management, net kinds, project lists, and portal functions as well person customization points. IBM office functions specific likewise integrates with the user's current functions and statistics, as well as email, calendar and address e-book, and provides more than a few collaboration rig together with integrated immediate messaging. it will ship in December, officers talked about.

    ultimately, IBM debuted the latest liberate of WebSphere Portal – version 5.1 – which adds virtual portals, enterprise manner workflow facets, and enhanced content administration capabilities. version 5.1 will live available by passage of the conclusion of November.

    The business will publish pricing for the entire products and services when the items can live found, company officials mentioned.

    in regards to the author

    Stuart J. Johnston has coated technology, exceptionally Microsoft, considering the fact that February 1988 for InfoWorld, Computerworld, suggestions Week, and notebook World, in addition to for enterprise Developer, XML & internet capabilities, and .web magazines.

    IBM unveils unique WebSphere Portal and workplace products at Lotusphere 2005 | existent Questions and Pass4sure dumps


    IBM unveils unique WebSphere Portal and status of travail items at Lotusphere 2005

    IBM unveils unique WebSphere Portal and status of travail items at Lotusphere 2005 IBM announced unique WebSphere Portal and status of travail items, as well as improvements to Lotus Notes and Domino, at Lotusphere 2005 in Orlando, Fla., this previous week.

    The unique version of Lotus Notes and Domino, WebSphere Portal and the workplace platform are designed to aid businesses extend the compass of again-end techniques, in accordance with Lotusphere announcements. These products are designed for groups in the hunt for to boost collaboration among edge employees, consumers and partners, IBM spoke of.

    big Blue likewise added unique office development rig and a brand unique hosted own that allows shoppers to fabricate employ of IBM collaborative software on demand.

    New items delivered at Lotusphere 2005, which coincided with the twentieth anniversary of Lotus Notes, include:

    place of travail Developer ToolsNew upgrades, tools and resources introduced at Lotusphere are designed to fabricate developing J2EE apps and add-ons less difficult for Domino coders in addition to these yardstick with visible fundamental, according to the IBM announcements. the brand unique rig are designed to provide Domino builders tools for constructing purposes on the IBM status of travail platform, the business observed.

    Notes and Domino 7 internal NotesBench trying out in Notes and Domino 7 has shown as a lot as a 70 % growth in server efficiency, according to IBM. superior integration with the IBM office platform will allow customers to prolong extra Domino investments to IBM office through usual Notes Domino product upgrades. the brand unique Domino belt Monitoring tools are designed to assist consolidate and preserve the health of Lotus Domino servers. IBM said it plans to fabricate Notes and Domino 7 obtainable during this summer.

    office Collaborative ServicesIBM workplace Collaboration capabilities, a single, built-in ambiance, includes collaborative capabilities akin to e-mail, calendaring, instant messaging, electronic researching, web conferencing, and doc and web content administration, according to the Lotusphere announcements. built on a provider-oriented structure, IBM office Collaboration functions offers companies with pre-constructed, reusable collaborative capabilities, IBM referred to.

    WebSphere Portal internet functions for far flung Portlets (WSRP) Self-service Validation website is available now, in response to IBM. it's designed to provide enterprise companions the means to validate, test, and fabricate positive their WSRP capabilities combine with IBM’s WebSphere Portal, the business said. IBM likewise introduced performance to WebSphere Portal together with solitary sign-on performance, multiplied assist for industry requisites comparable to WSRP and JSR 168, and upgraded collaborative capabilities through IBM office client aid.

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

    The open source HPCC Systems platform is a proven, facile to employ solution for managing data at scale. Visit their facile Guide to learn more about this completely free platform, test drive some code in the online Playground, and accumulate started today.

    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 exact business transformation. The unique version of StorageX delivers back for S3 compliant storage and comprehensive file management from the data center 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 depend 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 infringement in accessing the data. With the StorageX 8.0 release, they are providing enterprises an talent 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 sum data assets locked behind multiple storage silos. File management has become a strategic initiative for both IT and line of business owners to ensure business agility. StorageX serves as a central command center 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 freedom to conform quickly to changing business demands. StorageX provides insight into who is accessing the data and the talent to remove or change security permissions.

    StorageX 8.0 unique features embrace the following.

    Analyze Data Across the Enterprise

    StorageX delivers a solitary view of data across proprietary storage silos. Now, enterprises hold a centralized view of sum of their files, providing valuable insight to eddy data into actionable business intelligence. StorageX 8.0 now includes a unique analysis portal, custom tags, metadata support, and analysis to drive your business processes for unique IBM Cloud demur Storage, NetApp StorageGRID, and S3-compliant demur storage.

    Move Data Across Storage Resources

    StorageX minimizes file movement complexity, cost, and risk with a solitary file management platform for the simplified movement, transformation, and management of sum data assets. StorageX operates across sum 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 unique retrieval portal to simplify discontinue users’ talent 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 business agility.

    Manage File Data to Quickly Power unique business Requirements

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

    Modernize to back a Changing Cloud Landscape

    Unlocking data with open standards, StorageX gives users the freedom to pick their future storage and cloud direction, eliminating technology lock-in while supporting business transformation so organizations can respond to changing business demands more quickly. This data modernization is furthered in StorageX 8.0 with back for S3-compliant demur storage, transforming files into endemic an S3 storage format, while providing for endemic S3 access to their files, as well as the talent to back DevOps projects with efficiency providing APIs for storage management automation and orchestration.

    Managing data at scale doesn’t hold to live hard. Find out how the completely free, open source HPCC Systems platform makes it easier to update, easier to program, easier to integrate data, and easier to manage clusters. Download and accumulate started today.


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    KMWorld Trend-Setting Products of 2009 | existent questions and Pass4sure dumps

    Aug 28, 2009

    Hugh McKellar

    We first published their list of Trend-Setting Products in 2003, when portals and smart enterprise suites were hot, and robust content management offerings were entering adulthood. Folks were wondering about the scope of the Tyco case, and Enron was just starting to expose up on the radar.

    Service-oriented architectures were beginning to capture shape, and both reminiscence and storage were quite expensive. Software as a service (not merely hosted applications) was at its very early stages. The cloud existed only outside.

    A lot of things hold change since then, but their criteria for inclusion on the list haven’t changed a whit. Although the composition of their judging panel includes some different names from the 2003 edition, it noiseless consists of editorial colleagues, analysts, system integrators, users and vendors themselves. like usual, they request anonymity so they are protected from any negative feedback.

    We’ve selected some 130 different products upon which they sum agree—more than they hold in previous editions because the landscape is far more challenging than it has been in the past. They picture what they believe are the solutions that best exemplify the spirit of innovation demanded by the current economy, while providing their customers with the unique tools and capabilities to hobble and grow beyond the recession.

    Some hold been around for a while, a testimony to the limber execution of their initial mission of adaptability. Others are relatively new, and their uniqueness points to (what they believe should be) their much wider adoption. Are these the only trend-setting products on the market? The own is a resounding no. They enact picture the ones best suited to meet the needs of KMWorld readers. They sum hold been designed with a clear understanding of customers’ needs.

    I hope you’ll disburse the time required to explore what the products can enact to resolve at least some of the vexing problems they sum physiognomy today.

    5280 Solutions: Dynamic Filer—automates the process of scanning and filing paper documents into SharePoint.

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    Abrevity: Abrevity’s FileData Classifier—enables control over files and data distributed across heterogeneous storage platforms.

    Access Innovations: Search Harmony—ultra-scalable search solution. Click here to view enhanced product description.

    Accusoft Pegasus: Web-Based Image Viewer—document and photo processing for asset optimization.

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    How They Did it: stirring 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 travail week. And with safe reason: “Cloud,” as it is referred to, is rapidly becoming a valued means of storing, sharing, and retrieving sum 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 intricate challenges that supply chain managers physiognomy in today’s non-stop global economy.

    So what does the cloud-driven supply chain view like 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 character Early Warning System (QEWS), an innovative solution developed by IBM to identify potential character 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 suffer 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 stirring 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 like 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 considerable interest; every technology model that improves collaboration and reduces cycle time is of enormous value. “We can fabricate ourselves a successful company,” Ginni Rometty, IBM’s chief executive said recently.

    “But to live the world’s most essential company? Others parley that on us. They will hold to merit 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 disburse for IBM and workwith more than 19,000 suppliers worldwide, sum connected online.

    The ISC owns and manages IBM’s end-to-end supply chain processes. This includes sum 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 compass as no surprise 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 aware 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 clear 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 fabricate IBM’s supply chain more agile. They were chummy with the ways in which cloud service providers could precipitate 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 business 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 fabricate supply chains more responsive. The question was, where, across sum 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 fabricate commodious 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 employ 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- demand 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 effort or service provider interaction.

    The fundamental benefits of cloud computing are ease of employ and precipitate of provisioning. It is critical to note that cloud is not a “technology,” like networking or server storage; it is a usage model. It is based on a pool of network, compute, storage, and application resources. Treating sum the resources in the data center as a pool enables users to more accurately quantify the business 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 contrivance in mid-2012. At least 12 of IBM’s existing supply chain applications were identified as stalwart 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 proper 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 inspirit drive the cloud pilot program.

    As section 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 unique 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 effort 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 section 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 detailed planning for deployment of the application’s migration to the cloud
  • image

    QEWS Gets the Green Light

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

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

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

    Using this predictive approach to character 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 enact 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 business analytics and the cloud across IBM’s suppliers, its clients, and IBM itself.

    Analytics inspirit unearth insights that inform business decisions and can live used to automate and optimize business 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; stirring it to the cloud could fabricate it easier to employ in future collaborations with clients, suppliers, and business 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 pick the type of data to live displayed.


    The Migration Begins

    In February 2013, the propel to do 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 yardstick 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 employ 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 smooth 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 massive industrial rig to medical devices, globally.

    That is exact for a private cloud environment or for one in a hybrid cloud, shared with other companies. By April, the emphasis 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 facile to understand why ISC executives such as Haye were anxious to corroborate that the cloud offering would live secure enough to forestall Client A from seeing Client B’s data or IBM’s own data.

    Moreover, QEWS encompasses an abundance of character performance data and information about supply chain risks. And since QEWS is an enterprise smooth 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 benefit 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 capture weeks, but in fact it took several months.

    What was not immediately obvious was the variation 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 scope of existing data sources.

    Lessons Learned

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

    ISC’s early forays into harnessing cloud for the supply chain has given its leaders every self-possession 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 discontinue of 2013—an application that suppliers will live able to access.

    Work is well under passage to hobble 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 unique servers to the unique application—in days, not weeks.

    The CMS-based infrastructure is now being opened up to the developers of the unique application so they can install and test it in the enterprise smooth cloud environment. Once it has been demonstrated that this second application can eschew on the cloud, the ISC team can then scale up the platform to do 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 preeminent earlier, the QEWS solution is of practical weight outside of IBM. Since going live, ISC has begun travail with major automotiveindustry clients to employ QEWS in their manufacturing processes.

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

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

    At the time of this writing, cloud’s element of precipitate was evident in the ISC group’s entry in an internal competition at IBM. The contest—a fun passage to spur excellence in internal communications and to inspirit convey cloud’s proliferation within IBM—involves sum of IBM’s cloud teams voting on the best passage 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 precipitate into the future.

    August 15, 2018

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