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M2065-659 IBM Smarter Cities Sales Sales Mastery Test v1

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M2065-659 exam Dumps Source : IBM Smarter Cities Sales Sales Mastery Test v1

Test Code : M2065-659
Test title : IBM Smarter Cities Sales Sales Mastery Test v1
Vendor title : IBM
: 42 existent Questions

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IBM IBM Smarter Cities Sales

IBM team joins 'smarter city' venture | existent Questions and Pass4sure dumps

IBM introduced a team of its executives has begun toil with Chon Buri officers to collaborate and boost options to back flip the city into an international tourist vacation spot and transport hub of the vicinity.

The crew is to analyse and construct strategies to aid Chon Buri become a smarter metropolis. The assignment is a component of IBM Smarter Cities problem delivers to assist modern, forward-pondering municipalities.

The crew includes Michael Preis, birth government, IBM world company functions; Krishnan Ramachandran, IBM uncommon engineer and chief expertise officer, cellular options Leaders, Banking and fiscal Market; Anna Tassioula, client director, IBM financial Markets; Denise Freier, organisational change government, IBM revenue Forces Automation; and Mauricio Sucasas Da Costa, director, ISV and developer family members, IBM growth Markets Unit.  

The crew will expend the next three weeks analysing the present circumstance and build on current plans to ply Chon Buri’s vision to breathe a better metropolis.  

Chon Buri is one among 33 cities that were selected for the 2012 Smarter Cities challenge provide. A group of 5 right-performing IBM leaders from the united states and China has been selected to toil with the city.

The group of IBM experts will toil with metropolis officials on two key priorities. First is to back position the city as a world-famous vacationer destination and livable town for indigenous residents and foreigners. And 2d is to back seriously change it into the logistics hub for the area.  

The tourism venture, in partnership with Pattaya city, goals to ameliorate the city’s fine of residing by using focusing on public safety and traffic administration. 

For the logistics hub venture, the crew will collaborate with Laem Chabang Port to aid forward its operations and service by means of leveraging technology to develop into an principal logistics hub and gateway to counties in the Mekong sub-area.  

Launched in 2011, the Smarter Cities challenge is a three-12 months, a hundred-city US$50-million (Bt1.5 billion) programme. it is IBM’s single-greatest philanthropic initiative, which money in-person engagements staffed by using teams of accurate IBM consultants, who examine and then construct targeted thoughts addressing in the community essential city concerns.

groups of in particular selected IBM specialists will provide city leaders with evaluation and suggestions to back successful growth, improved delivery of municipal capabilities, extra citizen engagement and more advantageous effectivity.

ultimate yr, Chiang Mai turned into one among 24 cities worldwide chosen to receive IBM Smarter Cities problem promises. The promises provide the cities with entry to IBM’s excellent specialists to analyse and advocate ways they could circle into even superior places during which to are living, toil and play. Thailand has been selected as one of 20 growth nations that IBM will focal point on intensively for investment.

according to IBM, growth markets generated 22 per cent of the company’s international revenue ultimate 12 months, and the enterprise goals to Have 30 per cent of its complete world income near from augment markets by means of 2015. IBM identified a hundred and forty nations from a total of a hundred and seventy where IBM has a trade presence.

IBM Makes Smarter Cities by using Crowdsourcing ideas | existent Questions and Pass4sure dumps

Ogilvy Paris' "Smarter Cities" application for IBM ultimate year turned city constructions love bus stops into helpful infrastructure -- and won a stately Prix at Cannes whereas at it.

Now, IBM's latest phase for the application turned to the residents of cities to request them how they would augment their cities. Created in partnership with Zooppa, a gregarious community for inventive ability love filmmakers and bloggers, the push authorized eighty entries, and picked eight winners from around the globe.

ideas included "Granby Park," a video from Dublin that won first prize that showed how an blank space could breathe repurposed. a further, from Detroit, turned a defunct, abandoned manufacturing unit that turned into turned into an "indoor fish pond," changing the countenance of the local food revenue financial system.

The movies should breathe accessible on the branded people For Smarter Cities web page, as well as YouTube and IBM social-media sites starting Wednesday.

examine greater on

IBM's Sam Palmisano: a brilliant 2d act | existent Questions and Pass4sure dumps

here is what you probably find out about IBM. You breathe aware of overseas company Machines became one in every of the us’s first tech businesses, and in the Sixties and Seventies grew to become the world’s leading laptop maker on the energy and energy of its massive mainframes. indelicate of it went to hell in the Nineteen Eighties, when personal computer systems and servers supplanted these mainframes, and an arrogant and bloated IBM turned into caught flat-footed. The board introduced in Lou Gerstner, who famously stabilized the company (partially by firing tens of lots of employees) and received it to grow again by guidance IBM into the unsexy — however high-margin — enterprise of techniques integration and capabilities. perhaps you recently watched an IBM desktop, Watson, trounce a few brainiacs on the online game panoply Jeopardy.

Now, here’s what you might not know: nine years after Gerstner stepped down as CEO, IBM (IBM) is financially and strategically improved and, yes, sexier than ever — indelicate because of Sam Palmisano, Gerstner’s successor. beneath Palmisano, earnings Have quadrupled and the stock is up 57%. He’s no longer in simple terms reducing fees (although he’s done a variety of that, together with transferring toil from the U.S. to India). He’s remaking the enterprise by using pushing into modern international locations and expanding sizzling businesses equivalent to supercomputing and analytics that require heavy-responsibility lab innovations. remaining year’s R&D spending? Some $6 billion, or 6% of IBM’s nearly $a hundred billion in annual income. Its 5,896 patents in 2010 — more than any enterprise on earth — back complicated why it lands at No. 12 on Fortune’s annual listing of the area’s Most Admired companies. That Jeopardy-playing computing device isn’t only a gimmick; it's at the heart of IBM’s lengthy-time term growth approach.

“future” is a phrase Sam Palmisano uses commonly indelicate through a infrequent set of interviews. Palmisano, who is barely the eighth CEO of the one hundred-yr-old company, makes limpid in conversations with Fortune that he’s as focused on the subsequent 10 years as he's on the next quarter — although, at 59, he’s more likely to retire in a brace of years. At commonplace conferences with IBM’s researchers, Palmisano exhorts his Ph.D.s to song and profile the tech developments on the way to define the belt a decade or more from now. “analysis offers us the headlights to secure ahead of the evident,” he tells me.

however construct no mistake, Palmisano moreover promises quarter after quarter, no little achievement should you deem the dimension and complexity of IBM. (Its $four billion in income growth in 2010 by myself is roughly equal to the entire profits of gamemaker electronic Arts, (ERTS) the No. 494 enterprise on the Fortune 500.) And notwithstanding he inherited a much-greater enterprise, Palmisano moved into the CEO’s office in 2002, just after the information superhighway bubble burst. extra these days he’s needed to deal with the worst recession when you deem that the noteworthy depression. instead of hunkering down as lots of his peers did, Palmisano greenlighted a number of principal initiatives — including IBM’s “Smarter Planet” initiative, a software to exercise networking and laptop expertise to tackle gregarious problems such as entry to health supervision or traffic congestion. In 2010, IBM earned $14.8 billion on $99.9 billion in income, with 46.1% indelicate earnings margins.

Palmisano, a Baltimore native, acquired his dawn in income (he joined IBM immaculate out of Johns Hopkins in 1973), and he conducts trade with a pitchman’s zeal. At 6-foot-2, his huge shoulders angle forward a itsy-bitsy bit as if he’s indelicate the time leaning in to inform you something. When he grew to breathe head of global functions again in the ’90s, he blocked off 70% of his calendar for consumer conferences, and he nevertheless speaks to as a minimum one consumer daily. He remembers that Macy’s (M) CEO Terry Lundgren has planned a trip to China and calls to present up some introductions. He golfs with ny metropolis Mayor Michael Bloomberg. (Says the mayor: “He should retain his day job.”) however he additionally lingers after a speech to exchange company cards with the mayor of a tiny Chilean nearby. And when he travels, he regularly leaves time for a solo stroll round town to peek what people are buying. “which you can examine the entire financial information, but you’re not going to secure a sense” of your valued clientele, he says, explaining, “If I’m now not with somebody, I’m on the phone with somebody.”

Making the planet smarter

The tiny Chilean District of Peñalolén is domestic to some of Santiago’s richest — and poorest — residents. From the plate-glass home windows of up to date million-dollar homes nestled into the Andes foothills, you Have got a sweeping view of the greatest of Santiago’s sprawling squatter villages. Residents Have strung wires across rooftops to pirate electrical energy and thrown cardboard over the sewage channels they’ve dug. here is the front line for Palmisano’s quest to construct the planet smarter — and raise its consumer base.

Peñalolén Mayor Claudio Orrego, forty four, doesn’t should breathe persuaded that expertise can ameliorate dwelling circumstances in his neighborhood. A Harvard-knowledgeable former tech exec, he’s an energetic idealist with a trimmed brown beard and his personal Twitter account. When touring his local closing fall, I visited a health heart the location he had partnered with Cisco (CSCO) to digitize medical data. I drove by cyber web kiosks he developed with back from Intel (INTC). but until ultimate 12 months he had on no account labored with IBM. Orrego initially met Palmisano in Fall 2009 when he flew to modern york for IBM’s first Smarter Cities discussion board (part of the Smarter Planet crusade), which he’d heard about at yet another convention. “It became sponsored and organized through a tech enterprise, nonetheless it wasn’t in fact about know-how,” he says. Of course expertise played a part: With Smarter Planet, IBM is selling a concept that most of the methods that dash their cities — electrical grids, transportation, structures, factories — will moreover breathe made to sprint extra correctly in case you can more advantageous video panoply them, resolve the assistance you compile, and exercise it to tinker. however as a friendly deal as the rest, Palmisano is selling hope. His customers are govt officials beneath power to construct advanced and antiquated programs toil improved for much less funds, and Palmisano guarantees in the event that they inject a itsy-bitsy techie efficiency, issues may breathe greater.

nevertheless, a Chilean local may appear an inconceivable location for IBM to dedicate components when market alternatives the measurement of China and Brazil are looming, but it is a component of Palmisano’s formidable design to capitalize on every remaining corner of the emerging world. It’s indelicate in the numbers. He is aware of that while First World nations expend roughly three% to 4% of their indelicate domestic product on infotech, rising markets expend simply 1% to 2%. As these international locations attempt to propel themselves into the first World, Palmisano expects these percentages will double over the next five years. With a friendly government and robust enterprise ethics, Chile is certainly one of 20 emerging nations IBM has identified as holding probably the most immediate promise. That’s why Palmisano chose to grasp and attend a smarter Cities forum — considered one of 200 similar events the trade has held thus far — there ultimate fall.

Palmisano arrived at the Santiago Sheraton early, took a seat within the entrance row, and sat through more than an hour of speeches without so much as checking his BlackBerry earlier than his circle got here at the podium. After Palmisano spoke, Orrego, by way of now an IBM customer (IBM’s assessment become achieved on spec), and the Santiago governor joined Palmisano onstage for a dialogue about tech innovations, love how know-how may deliver down expenses for issues love trash assortment. When the moderator, a indigenous news anchor, achieved the interview, he became to the viewers and spoke of, “well, they obtained throughout the total hour devoid of speaking about servers and switches.”

The actual train of IBM’s discussion board became to shut income, of direction, and Palmisano did his part. He left the event at lunchtime to construct a income title on Chilean President Sebastián Piñera. Palmisano doesn’t love to ambush people, so he introduced alongside just one colleague. Piñera’s chief of team of workers, an brisk 27-12 months-old, showed them in to the President’s office, which changed into embellished with a framed picture of the lately rescued miners. The community discussed having IBM nominate a group of software consultants, increasing its Chilean team of workers. They moreover agreed to create a list of initiatives on which to toil with the aid of the conclude of the primary quarter.

lower back in modern york, I requested Palmisano what he thought of Chile. “In indelicate these locations there’s an inherent optimism,” he stated. “There’s a way complications may moreover breathe solved. There’s really nothing in their way but ourselves. So let’s just secure to work.”

Baloo the undergo

Sam Palmisano grew up in a huge Italian household in Fifties Baltimore. there Have been two Palmisano families in town at the time. His dad turned into the auto mechanic, not to breathe confused with the delicatessen owner. both families packed their kids off to Calvert hall, the Catholic boys school the location Sam’s 10th-grade soccer train, Augie Miceli, remembered him as a favored guy who by no means missed apply. “As an repulsive core, he snapped the ball to the quarterback, so he had to construct first line calls,” says Miceli.

Palmisano moreover played sax in a band. The drummer’s mother turned into the band’s agent, and she or he once scored them a weeklong gig each opening and enjoying backup for the Temptations. He used his income — $1,000 — to buy a station wagon so he might haul round his device.

At Johns Hopkins, Palmisano turned into a historical past main whose Beta Theta Pi fraternity brothers referred to as him Baloo after the undergo from The Jungle ebook. He co-captained the football group but became down an invitation to are trying out for the Oakland Raiders. In 1973, the 12 months he graduated, the U.S. became at struggle with Vietnam, and many evenings he’d throng around the eleven p.m. news along with his fraternity brothers for updates on the draft. The quantity he’d obtained his junior yr was 4, low adequate that his probabilities of recruitment were high. “So I talked about, ‘I’ve bought to secure a job,’ ” he remembers. a friend mentioned that IBM’s recruiter had near to campus to appear for women with backgrounds in math and science. even though he proper neither class, the following day Palmisano took and passed IBM’s entrance examination, a staple for indelicate modern entrants on the time.

IBM’s iconic machines

Palmisano joined IBM at the height of its glory, when the long-lasting determine of the IBM salesman symbolized a guaranteed ascendance to the upper middle type. The dress code changed into strictly observed: darkish fits, white shirts, armed forces striped ties, wingtip shoes. Liquor turned into off-limits. “if you had a client luncheon and moreover you had a drink with the client, you Have been expected to head home,” says Palmisano. earlier than he ever made a income call, he went to Washington, D.C., to attend the requisite 15 months of courses on community design and accounting and earnings shows. (whereas in D.C. he met his future spouse, Gaier Notman, known as Missy, who was the daughter of a renowned Maryland banker.) Then he went to toil within the statistics products unit in Baltimore, hawking mainframes to local governments.

In 1989, Palmisano was chosen for a one-yr term as government lieutenant to CEO John Akers. It changed into the primary signal that his eminent person became rising on the enterprise, and he jumped from there to a two-year stint running IBM Japan. whereas Palmisano was learning to manipulate a staff that didn’t talk his language, the supplier struggled to determine its region in a tech trade that had lost long-suffering with IBM’s monolithic approach to promoting add-ons love semiconductors, hardware, and utility. by the point Gerstner parachuted in to complicated things around in 1993, IBM had posted an $eight.1 billion loss, its third straight yr of losses. as the caustic chieftain raced to drag the trade out of its near-death spiral through doubling down on the features company, embracing the internet, and shaking up the way of life, Palmisano returned and took a circle at working just about each of IBM’s bigger devices, together with the personal computers division, the server enterprise, and world capabilities. At Gerstner’s retirement in 2002, IBM’s inventory expense had risen to $ninety from $11.

while Gerstner, who declined to remark for this text, gained a attractiveness for his short mood, Palmisano honed a measured however uncompromising leadership trend. Chief financial officer stamp Loughridge, who said to Palmisano again when he took over the world features division, recalls an infamous cellphone name. “We were losing funds every quarter. Sam obtained on the mobile and spoke of, ‘I simply requisite each person to grasp they are not ever losing cash in this enterprise ever again,’ ” says Loughridge. Given the customary condition of the enterprise, it gave the stamp of a ludicrous request, but Palmisano wasn’t asking. He was traumatic. “The government team become like, ‘Man, what’s this man talking about?’ however they never misplaced funds again.”

Palmisano has lengthy been smartly-connected politically. He has vacationed with participants of the Bush clan, with whom he grew acquainted through his wife’s household, because earlier than George Bush Sr. turned into elected President, and he purchased a Kennebunkport summer time residence from the bushes in 1996. but, for a multimillionaire, he has stored his family lifestyles modest. For basically two decades he has lived within the equal century-historic condo in Southport, Conn. except he became appointed IBM’s CEO, he drove himself to toil each day.

research: The core of strategy-surroundings

observing Watson (named for founding CEO Thomas Watson Sr.) cream Jeopardy champs Ken Jennings and Brian Rutter become gripping television. (profitable answer: “who is Bram Stoker?”) however Watson’s intelligence is more than trivial. Palmisano expects to survey it construct its method into hospitals, as an instance, where it may diagnose patients and advocate remedies extra directly and accurately than medical doctors.

research is on the core of ways Palmisano units strategy. The enterprise continues nine analysis labs everywhere and 7 “collaboratories” it has built with purchasers love a Beijing heart to augment high-tech railroads. besides company-linked initiatives love constructing modern functions for Indian cell-phone operators, IBM funds experiments corresponding to substances analysis that can moreover grow to breathe modern products. however Palmisano sees even those supertechnical “blue-sky” initiatives as crucial to figuring out the location he must remove IBM, and the way he may quiet prepare its belongings and businesses.

annually, in a knock-down, drag-out marathon of a dialogue, he spends a day with lab administrators predicting the long sprint and adjusting corporate strategy to ply it. You don’t dare complicated up unprepared, lab directors say, because he is aware your toil and he has his personal position on its value. This session is the location he can examine chip advancements for you to change the manner IBM markets and sells servers, for instance. It is moreover the location he saw the cornerstones for Smarter Planet approach again in 2002. “It become no longer going to breathe a pc era. It changed into going to breathe sensors and smartphones,” he says. That seems obvious now, but lest one forget, the iPhone wasn’t even invented unless 5 years later. In 2005, Palmisano shocked the tech world when he sold IBM’s ecocnomic notebook trade to China’s Lenovo. He endured to dump hardware, and he stepped up acquisitions, opting for up application and analytics businesses by way of the dozens.

Shareholders had been confused. Palmisano countered through wooing Wall street. “if you’re going to dump indelicate that income and proceed construct investments in additional ecocnomic issues where that you could innovate, there’s going to breathe a term of time where you’re not going to secure lots of good-line boom,” he explains. “There’s a lot of own pressure on the management of the trade to reply.” He announced a five-yr road map and held six-hour classes with buyers to reply questions about his approach. He pledged to hold increasing earnings and investor returns whilst he modified the enterprise’s makeup. He replaced tall priced employees in North the usa with within your budget people abroad, which has helped preserve margins and profits growing to be. He and his board moreover approved large share buybacks each year, a different tactic for increasing salary per share.

The upshot: IBM nowadays is an organization that nevertheless receives most of its revenue from capabilities and consulting — the enterprise that Gerstner astutely pushed IBM into in the Nineties. but application now contributes extra to pretax salary than consulting, and analytics, the variety of subtle data-crunching and determination-making that Watson does, grew 19% ultimate quarter, sooner than some other line of business. Harvard company college professor Rosabeth Moss Kanter calls this a “boldness of imagination,” announcing, “Sam accelerated what Lou Gerstner set in action.”

That boldness has helped IBM circle into once once more the enterprise that units the agenda for commercial enterprise know-how. organizations from HP (HPQ) and Dell (DELL) to Oracle (ORCL) Have assembled consulting corporations to limpid up issues for valued clientele in preference to promote them servers and switches. And HP’s Cense community aims to pepper the realm with sensors simply as IBM plans to execute with the Smarter Planet initiative. IBM has singlehandedly helped carry the valuations of analytics organizations. someplace the ghost of Tom Watson Sr. is smiling.

IBM after Palmisano

IBM will flip 100 this year, and Palmisano will flip 60. That age has long been the expiration date for an IBM CEO, and whereas he won’t ascertain it, americans near him umpire he’ll step down simply after the centennial. This previous summer he reorganized the executive ranks in a movement that implies he has chosen a few contenders for his substitute. each Virginia Rometty, who introduced marketing and method to her earnings and distributions tasks, and Michael Daniels, who now oversees indelicate of global features, are stated to breathe within the running. So is Rod Adkins, who oversees the systems and know-how group.

Can things maybe toil as smartly at IBM when Palmisano leaves? sales is set relationships, and on the maximum stage, he is their safekeeper. deem Sunil Mittal, the rags-to-riches founder of India telecom giant Bharti Airtel. remaining Fall IBM become within the closing degrees of negotiating a ten-year shrink to install and control the information know-how assisting Bharti’s rush into sixteen African international locations when the shrink essentially fell aside. “IBM is an huge machine, and often it receives frustrating,” says Mittal. “there were layers of legal professionals and approval methods.” Mittal become able to walk, after which Palmisano popped up on Skype. Palmisano guaranteed Mittal that IBM’s toil may breathe performed immediately and correctly. Six weeks later each guys met in Nairobi to advertise the landmark deal that would plant the Indian telecom huge in Africa.

Mittal trusts Palmisano. He has invited the person to dinner in his Delhi home, and frolicked with the Palmisanos and three of their kids at the Beijing Olympics. “My very own connection with him is awfully mighty. As for who will prevail him, and should I even Have the very chemistry?” says Mittal. “I don’t know.”

I request Palmisano about it the remaining time they meet. we're seated in the completely preserved 1937 library of the senior Watson himself, every remaining mahogany panel of which has been lifted from his customary workplace into the government suite of a Midtown huge apple skyscraper. Palmisano suggests Mittal’s posturing is a bit of of theatrics. Relationships are developed as a result of individuals act normally over long intervals of time, he tells me. “I’ll execute my time period. probably it’s 10 years. umpire of it as 10% of a hundred years. and then somebody else has got to preserve it going,” he says.

With that, he reaches for his coat. “I’ve got to head sing for my supper, puerile woman,” he says. site visitors is wrong in Midtown, and he has to breathe on time for the revenue title he’s about to construct on J.P. Morgan (JPM) CEO Jamie Dimon. neglect the idling sedan. He takes off running at a quick clip, a earnings rep just about sprinting to capture up.

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Machines beat us at their own game: What can they do? | existent questions and Pass4sure dumps

In this undated publicity image released by Jeopardy Productions, Inc., host Alex Trebek, left, poses with contestants Ken Jennings, center, and Brad Rutter and a computer named Watson in Yorktown Heights, N.Y. On Monday, Feb. 14, 2011, "Jeopardy!" will inaugurate airing two matches spread over three days between Jennings, Rutter and Watson, who was developed by IBM scientists. (AP Photo/Jeopardy Productions, Inc.) NO SALES (AP) -- Machines first out-calculated us in simple math. Then they replaced us on the assembly lines, explored places they couldn't secure to, even beat their champions at chess. Now a computer called Watson has bested their best at "Jeopardy!"

A gigantic computer created by IBM specifically to surpass at answers-and-questions left two champs of the TV game complicated in its silicon dust after a three-day tournament, a achievement that experts convene a technological breakthrough.

Watson earned $77,147, versus $24,000 for Ken Jennings and $21,600 for Brad Rutter. Jennings took it in stride writing "I for one welcome their modern computer overlords" alongside his redress Final Jeopardy answer.

The next step for the IBM machine and its programmers: taking its mastery of the arcane and applying it to back doctors plow through blizzards of medical information. Watson could moreover back construct Internet searches far more love a conversation than the hit-or-miss things they are now.

Watson's victory leads to the question: What can they measly humans execute that incredible machines cannot execute or will never do?

The answer, love indelicate of "Jeopardy!," comes in the profile of a question: Who - not what - dreamed up Watson? While computers can figure and construct, they cannot settle to create. So far, only humans can.

"The way to umpire about this is: Can Watson settle to create Watson?" said Pradeep Khosla, dean of engineering at Carnegie Mellon University in Pittsburgh. "We are far from there. Their ability to create is what allows us to determine and create modern information and technology."

Experts in the realm lisp it is more than the spark of creation that separates man from his mechanical spawn. It is the pride creators can take, the empathy they can indelicate Have with the winners and losers, and that magical merge of adrenaline, scare and ability that kicks in when their backs are against the wall and they are in survival mode.

What humans Have that Watson, IBM's earlier chess champion abysmal Blue, and indelicate their electronic predecessors and software successors execute not Have and will not secure is the sort of thing that makes song, romance, smiles, sadness and indelicate that jazz. It's something the experts in computers, robotics and artificial intelligence know very well because they can't figure out how it works in people, much less duplicate it. It's that indescribable essence of humanity.

Nevertheless, Watson, which took 25 IBM scientists four years to create, is more than just a trivia whiz, some experts say.

Richard Doherty, a computer industry expert and research director at the Envisioneering Group in Seaford, N.Y., said he has been studying artificial intelligence for decades. He thinks IBM's advances with Watson are changing the way people umpire about artificial intelligence and how a computer can breathe programmed to give conversational answers - not merely lists of sometimes not-germane entries.

"This is the most significant breakthrough of this century," he said. "I know the phones are ringing off the hook with interest in Watson systems. The Internet may trump Watson, but for this century, it's the most significant forward in computing."

And yet Watson's creators lisp this breakthrough gives them an extra appreciation for the magnificent machines they convene people.

"I survey human intelligence consuming machine intelligence, not the other way around," David Ferrucci, IBM's lead researcher on Watson, said in an interview Wednesday. "Humans are a different sort of intelligence. Their intelligence is so interconnected. The brain is so incredibly interconnected with itself, so interconnected with indelicate the cells in their body, and has co-evolved with language and society and everything around it."

"Humans are learning machines that live and suffer the world and remove in an huge amount of information - what they see, what they taste, what they feel, and they're taking that in from the day they're born until the day they die," he said. "And they're learning from indelicate the input indelicate the time. We've never even created something that attempts to execute that."

The ability of a machine to learn is the essence of the realm of artificial intelligence. And there Have been noteworthy advances in the field, but nothing near human thinking.

"I've been in this realm for 25 years and no matter what advances they make, it's not love they feel we're getting to the finish line," said Carnegie Mellon University professor Eric Nyberg, who has worked on Watson with its IBM creators since 2007. "There's always more you can execute to bring computers to human intelligence. I'm not certain we'll ever really secure there."

Bart Massey, a professor of computer science at Portland condition University, quipped: "If you want to build something that thinks love a human, they Have a noteworthy way to execute that. It only takes love nine months and it's really fun."

Working on computer evolution "really makes you treasure the fact that humans are such unique things and they umpire such unique ways," Massey said.

Nyberg said it is silly to umpire that Watson will lead to an conclude or a lessening of humanity. "Watson does just one task: respond questions," he said. And it gets things wrong, such as motto grasshoppers eat kosher, which Nyberg said is why humans won't circle over launch codes to it or its computer cousins.

Take Tuesday's Final Jeopardy, which Watson flubbed and its human competitors handled with ease. The category was U.S. cities, and the clue was: "Its largest airport is named for a World War II hero; its second largest, for a World War II battle."

The redress response was Chicago, but Watson weirdly wrote, "What is Toronto?????"

A human would Have considered Toronto and discarded it because it is a Canadian city, not a U.S. one, but that's not the type of comparative information Watson has, Nyberg said.

"A human working with Watson can secure a better answer," said James Hendler, a professor of computer and cognitive science at Rensselaer Polytechnic Institute. "Using what humans are friendly at and what Watson is friendly at, together they can build systems that resolve problems that neither of us can resolve alone."

That's why Paul Saffo, a longtime Silicon Valley forecaster, and others, survey better search engines as the ultimate capitalize from the "Jeopardy!"-playing machine.

"We are headed toward a world where you are going to Have a conversation with a machine," Saffo said. "Within five to10 years, we'll peek back and roll their eyes at the concept that search queries were a string of answers and not conversations."

The beneficiaries, IBM's Ferrucci said, could comprise technical back centers, hospitals, hedge funds or other businesses that requisite to construct lots of decisions that rely on lots of data.

For example, a medical heart might exercise the software to better diagnose disease. Since a patient's symptoms can generate many possibilities, the odds of a Watson-type program would breathe its ability to scan the medical literature faster than a human could and hint the most likely result. A human, of course, would then Have to investigate the computer's finding and construct the final diagnosis.

IBM isn't motto how much money it spent structure Watson. But Doherty said the company told analysts at a recent meeting that the figure was around $30 million. Doherty believes the number is probably higher, in the "high dozens of millions."

In a few years, Carnegie Mellon University robotic whiz Red Whittaker will breathe launching a robot to the moon as portion of Google challenge. When it lands, the robot will construct indelicate sorts of key and crucial real-time decisions - love Neil Armstrong and Buzz Aldrin did 42 years ago - but what humans can execute that machines can't will already Have been done: Create the entire darn thing.

Explore further: 'Jeopardy!' to pit humans against IBM machine

More information: IBM's Watson:

©2010 The Associated Press. indelicate rights reserved. This material may not breathe published, broadcast, rewritten or redistributed.

IBM seeks specialized software partners | existent questions and Pass4sure dumps

IBM is cultivating increasingly specialized software resellers as portion of a broader application to grow its software business.

The company in January began rolling out its IBM Software Value Plus program, which requires partners to certify themselves in order to sell products in IBM's "authorized portfolio."

Those authorized products comprise IBM Tivoli Identity Manager, WebSphere Process Server and DB2. The latest addition to the program, announced ultimate month, encourages resellers to pursue authorizations within industry segments and in the IT security space. For partners that meet the criteria, IBM provides sales leads and education in areas such as cloud computing.

The modern certification and authorization track gives partners a degree of differentiation in the market, according to industry executives. But it may moreover serve to weed out resellers unwilling or unable to construct the investment in product and industry expertise.

Certifications as investments in channel partnerships

Top partners watch to welcome IBM's steeper channel requirements, said Darren Bibby, program director, IDC Software Channels Research.

"They feel it raises the bar," he said. "It's the benign of investment they would construct anyway and it gives them an additional badge or stamp they can complicated to their customers."

Indeed, some partners' plans are converging with IBM's channel effort. Avnet Technology Solutions has found that its upright market plans mesh well with IBM's industry thrust.

Fred Cuen, universal manager and senior vice president, Avnet Technology Solutions, Americas, IBM Solutions group, cited his company's SolutionsPath program, which helps partners specialize in certain markets. Programs in government and healthcare Have been around for a few years. The distributor in October launched three more verticals: banking, retail and energy.

"We're working with IBM on a very specific initiative focused on these five areas," Cuen said.

That initiative, IBM's Smarter Planet program, aims to tackle tough IT challenges across a purview of industries.

Avnet moreover plans to pursue IBM mastery certification within the five industries it currently targets. Mastery tests are among the requirements for the Software Value Plus program's industry authorization.

Acknowledging upright partnersSteven Gerhardt, chief executive officer of Ixion LLC, an IBM Premier trade confederate in Houston that focuses on Web content management and portal solutions, famed that his company specializes in such markets as energy and utilities. He said IBM's ride to cultivate upright partners reflects a recognition that IBM software, overall, needs to breathe more industry oriented. That's particularly the case in the midmarket and below, he added, noting that IBM's direct sales favor and distributors watch to breathe more generalized in those sectors.

"That is where they Have been vertically challenged," Gerhardt said.

Roger Finney, director of IBM storage, software and System z at Logicalis Inc., an IT and communications solutions integrator and IBM Premier trade Partner, said IBM's industry specializations construct sense, noting that his company moreover focuses on particular markets.

In general, Finney said he believes Software Value Plus has created a closer calibration between a partner's areas of expertise and the software they provide customers. "Overall, I umpire it did some of what it was intended to do," he said of IBM's program. "It's created competency alignment between what partners are skilled at and the solutions they are presenting."

Partner identification strategySoftware Value Plus makes for a stronger confederate ecosystem, Gerhardt said. But the more stringent requirements Have caused some companies to cease carrying IBM's software. A brace of IBM hardware partners Have contacted Ixion for partnering opportunities after dropping their IBM software business.

"They Have decided not to play in the software space," said Gerhardt. "They don't want to manage that side of the business."

IBM doesn't dispute that it's focusing on its most committed partners these days. The company analyzed its confederate groundwork prior to launching Software Value Plus and found that many of the 120,000 companies claiming to breathe partners used the IBM software brand to open doors but sold customers other vendors' software, famed Sandy Carter, vice president of software trade partners and midmarket at IBM. Others sold IBM software but had customer satisfaction issues.

Now, 5,000 software resellers worldwide are approved to sell IBM's authorized portfolio. In addition, 40,000 resellers Have been okayed for IBM's open portfolio, which includes the company's Express-branded solutions for midmarket customers. The open portfolio products don't require a lot of training to sell, Carter noted.

Despite the winnowing, Software Value Plus has moreover brought in modern resellers to IBM.

Carter famed that 200 ex-Sun partners Have near to IBM's software portfolio. IBM moreover plans to build a channel for Netezza Corp., a trade analytics software company IBM acquired ultimate month. She said Netezza has never had a confederate channel before.

And the partners joining IBM, Carter said, now Have an break to compete on skill in the authorized ecosystem.

"They ... don't Have the bottom feeders and those competing on price," she said.

The bigger IBM confederate pictureIBM's confederate moves near as the company seeks to expand its software operation. In an investor presentation, IBM said its software trade is positioned to deliver 49% of the company's profit in 2015. In 2000, software contributed 25% of IBM's pretax income.

"If you peek at ... where they are trying to remove their trade in 2015, software plays a huge portion of it," Avnet's Cuen said.

While IBM's confederate strategy supports its overall software push, it moreover lines up with broader economic trends. Steve White, program director, Software Alliances Leadership Council, IDC, said the difficult economy over the past brace of years has compelled vendors love IBM to remove stock of the confederate base.

"They don't Have illimitable resources," he said. "All vendors want to focus on the best partners."

John Moore is a Syracuse, N.Y.-based freelance writer, reachable at

Let us know what you umpire about the story; email Barbara Darrow, Senior news Director at, or succeed us on twitter.

Understanding the Telecommunications Revolution | existent questions and Pass4sure dumps

While traditional telecommunications networks Have allowed us to cross barriers associated with time and distance, the modern multimedia realm is allowing us to comprise vital physical cues in the information stream, introducing a physical reality into the world of electronic communications, goods, and services. Not surprisingly, some of the industries that are being most radically revolutionized are those that deal with the human senses, including entertainment, health care, education, advertising, and, sadly, warfare. Simply put, technology changes your way and pace of life.

This sample chapter from Telecommunications Essentials presents the huge picture of the telecommunications revolution.

This chapter is from the book 

In recent years, the word telecommunications has been used so often, and applied in so many situations, that it has become portion of their daily lexicon, yet its definition remains elusive. So, let's start with a definition. The word telecommunications has its roots in Greek: tele means "over a distance," and communicara means "the ability to share." Hence, telecommunications literally means "the sharing of information over a distance." Telecommunications is more than a set of technologies, it's more than an huge global industry (estimated to breathe US$2.5 trillion), it's more than twenty-first-century trade and law that is being re-created to accommodate a virtual world, and it's more than a creator and destroyer of the condition of the economy. Telecommunications is a way of life. Telecommunications affects how and where you execute everything—live, work, play, socialize, entertain, serve, study, teach, rest, heal, and protect. Telecommunications has served a critical role in shaping society and culture, as well as in shaping trade and economics.

It is principal to examine telecommunications from the broadest perspective possible to truly treasure the depth and complexity of this realm and thereby understand the opportunities it affords. The best way to learn to "think telecom" is to quickly examine how it is changing both trade and lifestyle.

Throughout the 1980s and 1990s, much of the IT&T (information technologies and telecommunications) industry's focus was on how to reengineer the likes of financial institutions, manufacturing, retail, service, and government. These technology deployments were largely pursued and justified on the grounds of reducing costs and enhancing competitiveness by speeding communications.

Today, they are shifting their focus to another set of objectives: Their technology deployments are targeted at supporting not just the needs of a trade enterprise, but moreover those of the consumers. The revolution in integrated media is transforming indelicate aspects of human activity related to communication and information. They are stirring to computer-based environments that back the creation, sharing, and distribution of multimodal information. Whereas traditional telecommunications networks Have allowed us to cross barriers associated with time and distance, the modern multimedia realm is allowing us to comprise vital physical cues in the information stream, introducing a physical reality into the world of electronic communications, goods, and services. Not surprisingly, some of the industries that are being most radically revolutionized are those that deal with the human senses, including entertainment, health care, education, advertising, and, sadly, warfare. In each of these key sectors, there are telecommunications solutions that address the trade need, reduce costs, or enhance operations by speeding trade processes and aiding communications. These industries are moreover examining how to virtualize their products and/or services—that is, how to apply telecommunications to back electronic services targeted at the consumers of that industry's products. Not surprisingly, changing the way you attend a class, survey a doctor, watch a movie, secure a date, shop for software, remove a cruise, and sojourn in palpate creates significant changes in how you exercise your time and money. Simply put, technology changes your way and pace of life.

This chapter presents the huge picture of the telecommunications revolution, and the comfort of the book gives greater detail about the specific technologies and applications that will comprise the telecommunications future.

A quick orientation of how emerging technologies are affecting industries and lifestyle highlights the weight of understanding the principles of telecommunications, and, hopefully, to inspire you to "think telecom." The changes discussed here are ultimately very principal to how telecommunications networks will evolve and to where the growth areas will be.

An huge amount of the activity driving telecommunications has to execute with the emergence of advanced applications; likewise, advances in telecommunications capabilities spur developments in computing platforms and capabilities. The two are intimately and forever intertwined. The following sections debate some of the changes that are occurring in both telecommunications and in computing platforms and applications, as well as some of the changes expected in the next several years.

Incorporating Human Senses in Telecommunications

Telecommunications has allowed a virtual world to emerge—one in which time and distance no longer represent a barrier to doing trade or communicating—but we're quiet lacking something that is a critical portion of the human information-processing realm. The human mind acts on physical sensations in the course of its information processing; the senses of sight, sound, touch, and motion are key to their perception and conclusion making. Developments in sensory technologies and networks will allow a modern genre of sensory reality to emerge, bridging the gap between humans and machines. One of the most significant evolutions occurring in computing and communications is the introduction of the human senses into electronic information streams. The following are a few of the key developments in back of this more intuitive collaborative human–machine environment:

  • Computers are now capable of hearing and speaking, as demonstrated by Tellme, a well-liked U.S. voice-activated service that responds to defined voice prompts and provides free stock quotes, weather information, and entertainment guides to 35,000 U.S. cities.

  • The capability to produce three-dimensional sound through digital mastery—a technology called "virtual miking"—is being developed at the University of Southern California's Integrated Media Systems Center.

  • Virtual touch, or haptics, enables a user to reach in and physically interact with simulated computer content, such as sentiment the weight of the Hope diamond in your hand or sentiment the fur of a lion. Two companies producing technology in this belt are SensAble Technologies and Immersion Corporation. They are producing state-of-the-art favor feedback, whole-hand sensing, and real-time 3D interaction technologies, and these hardware and software products Have a wide purview of applications for the manufacturing and consumer markets, including virtual-reality job training, computer-aided design, remote handling of hazardous materials, and "touch" museums.

  • The seduction of scent is moreover dawn to find its way into computers, allowing marketers to capitalize on the many subtle psychological states that scent can induce. Studies complicated that aromas can breathe used to trigger fear, excitement, and many other emotions. scent can breathe used to attract visitors to Web sites, to construct them linger longer and buy more, to back them assimilate and retain information, or to instill the most satisfying or terrifying of emotional states (now that's an interactive game!). Three companies providing this technology today are Aromajet, DigiScents, and TriSenx. Aromajet, for example, creates products that address video games, entertainment, medical, market research, personal and home products, and marketing and point of sales applications.

  • The visual information stream provides the most rapid infusion of information, and a large portion of the human brain is devoted to processing visual information. To back humans process visual information, computers today can see; equipped with video cameras, computers can capture and ship images, and can panoply high-quality entertainment programming. The visual stream is incredibly demanding in terms of network performance; thus, networks today are rapidly preparing to enable this most meaningful of information streams to breathe easily distributed.

  • The Emergence of Wearables

    How they engage in computing and communications will change dramatically in the next decade. Portable computing devices Have changed their notion of what and where a workplace is and emphasized their desire for mobility and wireless communication; they are dawn to redefine the phrase dressed for success. But the portable devices they know today are just a stepping stone on the way to wearables. Context-aware wearable computing will breathe the ultimate in light, ergonomic, reliable, flexible, and scalable platforms. Products that are available for exercise in industrial environments today will soon lead to inexpensive, easy-to-use wearables appearing at your neighborhood electronics store:

  • Xybernaut's Mobile lieutenant IV (MA-IV), a wearable computer, provides its wearer with a full-fledged PC that has a 233MHz Pentium chip, 32MB memory, and upward of 3GB storage. A wrist keyboard sports 60 keys. Headgear suspended in front of the eye provides a full-color VGA screen, the size of a postage stamp but so nigh to the eye that images appear as on a 15-inch monitor. A miniature video camera fits snugly in a shirt pocket. Bell Canada workers exercise MA-IVs in the field; they supersede the requisite to carry manuals and provide the ability to ship images and video back to parley with supervisors. The MA-IV is rather bulky, weighing in at 4.4 pounds (2 kilograms), but the soon-to-be-released MA-V will breathe the first mass-market version, and it promises to breathe lightweight.

  • MIThril is the next-generation wearables research platform currently in development at MIT's Media Lab. It is a functional, operational body-worn computing architecture for context-aware human-computer interaction research and general-purpose wearable computing applications. The MIThril architecture combines a multiprotocol body bus and body network, integrating a purview of sensors, interfaces, and computing cores. It is designed to breathe integrated into everyday clothing, and it is both ergonomic and flexible. It combines small, light-weight RISC processors (including the StrongARM), a single-cable power/data "body bus," and high-bandwidth wireless networking in a package that is nearly as light, comfortable, and unobtrusive as ordinary street clothing.

  • To breathe truly useful, wearables will requisite to breathe aware of where you are and what you're doing. Armed with this info, they will breathe able to give you information accordingly. (Location-based services are discussed in Chapter 14, "Wireless Communications.")


    A term that you hear often when discussing telecommunications is bandwidth. Bandwidth is a critical commodity. Historically, bandwidth has been very expensive, as it was based on the sharing of limited physical resources, such as twisted-pair copper cables and coax. Bandwidth is largely used today to mention to the capacity of a network or a telecom link, and it is generally measured in bits per second (bps). Bandwidth actually refers to the purview of frequencies involved—that is, the incompatibility between the lowest and highest frequencies supported—and the greater the purview of frequencies, the greater the bandwidth, and hence the greater the number of bits per second, or information carried.

    Figure 1.1 The analogy of a hose is often used to characterize bandwidth.

    Moving Toward Pervasive Computing

    As they dole intelligence across a wider purview of devices, they are experiencing pervasive computing, moreover called ubiquitous computing. They are taking computers out of stand-alone boxes to which they are tied and putting them into ordinary things, in everyday objects around us. These modern things, because they are smart, Have a sense of self-awareness and are able to remove supervision of themselves. When they embed intelligence into a device, they create an keen modern break for business. That device has to Have a intuition for being, and it has to Have a intuition to continue evolving so that you will expend more money and time on it. To address this challenge, device manufacturers are dawn to bundle content and applications with their products. The result is smart refrigerators, smart washing machines, smart ovens, smart cabinets, smart furniture, smart beds, smart televisions, smart toothbrushes, and an endless list of other smart devices. (These smart devices are discussed in detail in Chapter 15, "The Broadband Home and HANs.")

    Devices are becoming smaller and more powerful indelicate the time, and they're getting physically closer to their bodies, as well. The growing amount of intelligence distributed throughout the network is causing changes in user profiles.

    Moving Toward Machine-to-Machine Communications

    We are stirring away from human-to-human communications to an era of machine-to-machine communications. Today, there are just over 6 billion human beings on the planet, yet the number of microprocessors is reported to breathe more than 15 billion. Devices Have become increasingly intelligent, and one characteristic of an knowing system is that it can communicate. As the universe of communications-enabled devices grows, so does the traffic volume between them. As these smart things inaugurate to remove on many of the tasks and communications that humans traditionally exchanged, they will change the very fabric of their society. For example, your smart washing machine will initiate a convene to the service heart to report a problem and schedule resolution with the back of an knowing Web agent long before you even realize that something is wrong! These developments are predicted to result in the majority of traffic—up to 95% of it—being exchanged between machines, with traditional human-to-human communications representing only 5% of the network traffic by 2010.

    Adapting to modern Traffic Patterns

    Sharing of information can occur in a number of ways—via smoke signals, by letters sent through the postal service, or as transmissions through electrical or optical media, for example. Before they secure into the technical details of the technologies in the industry, it's principal to understand the driving forces behind computing and communications. You requisite to understand the repercussion these forces Have on network traffic and therefore on network infrastructure. In today's environment, telecommunications embodies four main traffic types, each of which has different requirements in terms of network capacity, tolerance for delays—and particularly variations in the delay—in the network, and tolerance for potential congestion and therefore losses in the network:

  • Voice—Voice traffic has been stout in the developed world for years, and more subscriber lines are being deployed indelicate the time. However, some three billion people in the world haven't even used a basic telephone yet, so there is yet a huge market to breathe served. Voice communications are typically referred to as being narrowband, import that they don't require a large amount of network capacity. For voice services to breathe intelligible and easy to use, delays must breathe kept to a minimum, however, so the delay factors in stirring information from Point A to Point B Have to breathe tightly controlled in order to back real-time voice streams. (Concepts such as delay, latency, and mistake control are discussed in Chapter 6, "Data Communications Basics.")

  • Data—Data communications refers to the exchange of digitized information between two machines. Depending on the application supported, the bandwidth or capacity requirements can purview from medium to high. As more objects that are visual in nature (such as images and video) are included with the data, that capacity claim increases. Depending again on the type of application, data may breathe more or less tolerant of delays. Text-based exchanges are generally quite tolerant of delays. But again, the more real-time nature there is to the information type, as in video, the tighter the control you requisite over the latencies. Data traffic is growing much faster than voice traffic; it has grown at an tolerable rate of about 30% to 40% per year for the past decade. To accommodate data communication, network services Have been developed to address the requisite for greater capacity, cleaner transmission facilities, and smarter network management tools. Data encompasses many different information types. In the past, they saw these different types as being part entities (for example, video and voice in a videoconference), but in the future, they must breathe watchful not to part things this way because, after all, in the digital age, indelicate data is represented as ones and zeros.

  • Image—Image communications requires medium to tall bandwidth—the greater the resolution required, the greater the bandwidth required. For example, many of the images taken in medical diagnostics require very tall resolution. Image traffic tolerates some delay because it includes no motion artifacts that would breathe affected by any distortions in the network.

  • Video—Video communications, which are becoming increasingly well-liked and are requiring ever-greater bandwidth, are extremely sensitive to delay. The future is about visual communications. They requisite to figure out how to construct video available over a network infrastructure that can back it and at a cost point that consumers are willing to pay. When their infrastructures are capable of supporting the capacities and the delay limitations required by real-time applications, video will grow by leaps and bounds.

  • All this modern voice, data, and video traffic means that there is growth in backbone traffic levels as well. This is discussed further later in the chapter, in the section "Increasing Backbone Bandwidth."

    The telecommunications revolution has spawned noteworthy growth in the amount and types of traffic, and we'll survey even more types of traffic as they inaugurate to incorporate human senses as portion of the network. The coming chapters talk in detail about what a network needs in order to ply the various traffic types.

    Handling modern Types of Applications

    The modern traffic patterns imply that the network will moreover breathe host to a modern set of applications—not just simple voice or text-based data, but to modern genres of applications that combine the various media types.

    The ability to ply digital entertainment applications in a network is crucial. In some parts of the world, such as Asia, education may Have primary focus, and that should disclose us where they can hope greater success going forward. But throughout much of the world, entertainment is where people are willing to expend the limited numbers of dollars that they Have to expend on electronic goods and services. The digital entertainment realm will comprise video editing, digital content creation, digital imaging, 3D gaming, and virtual reality applications, and indelicate these will drive the evolution of the network. It's the chicken and the egg story: What comes first, the network or the applications? Why would you want a fiber-optic broadband connection if there's nothing friendly to draw over that connection? Why would you want to create a 3D virtual reality application when there's no way to dole it? The bottom line is that the applications and the infrastructures Have to evolve hand-in-hand to manifest the benefits and the dollars they associate with their future.

    Another profile of application that will breathe increasingly principal is in the realm of streaming media. A noteworthy focus is set on the real-time delivery of information, as in entertainment, education, training, customer presentations, IPO trade shows, and telemedicine consultations. (Streaming media is discussed in detail in Chapter 11, "Next-Generation Network Services.")

    E-commerce (electronic commerce) and m-commerce (mobile commerce) interpose several modern requirements for content management, transaction platforms, and privacy and security tools, so they strike the types of information that Have to breathe encoded into the basic data stream and how the network deals with information of what's contained within those packets. (Security is discussed in detail in Chapter 11.)

    Increasing Backbone Bandwidth

    Many of the changes discussed so far, but primarily the changes in traffic patterns and applications, will require immense amounts of backbone bandwidth. Table 1.1 lists a number of the requirements that emerging applications are likely to construct on backbone bandwidth.

    Table 1.1 Backbone Bandwidth Requirements for Advanced Applications


    Bandwidth Needed


    Online virtual reality

    1,000–70,000 terabits per second

    Life-size 3D holography; telepresence

    Machine communications

    50,000–200,000 terabits per second

    Smart things; Web agents; robots


    50,000–200,000 terabits per second

    Weather prediction; warfare modeling

    In addition, advances in broadband access technologies will drive a claim for additional capacity in network backbones. Once 100Gbps broadband residential access becomes available—and there are developments on the horizon—the core networks will require capacities measured in exabits per second (that is, 1 billion Gbps). These backbone bandwidth demands construct the revolutionary forces of optical networking critical to their future. (Optical networking is discussed in detail in Chapter 12, "Optical Networking.")

    Metric Prefixes and Equivalents

    The following table defines commonly used metric prefixes:






    10 (10)



    102 (100)



    103 (1,000)



    106 (1,000,000)



    109 (1,000,000,000)



    1012 (1,000,000,000,000)



    1015 (1,000,000,000,000,000)



    1018 (1,000,000,000,000,000,000)



    10–1 (0.1)



    10–2 (0.01)



    10–3 (0.001)



    10–6 (0.000001)



    10–9 (0.000000001)



    10–12 (0.000000000001)



    10–15 (0.000000000000001)



    10–18 (0.000000000000000001)

    For example, 10Gbps = 10,000,000,000bps, and 4KHz = 4,000Hz (that is, cycles per second).

    The following shows the relationships of commonly used units of measure to one another:

    1Kbps = 1,000bps 1Gbps = 1,000Mbps 1Tbps = 1,000Gbps 1Pbps = 1,000Tbps 1Ebps = 1,000Pbps Responding to Political and Regulatory Forces

    New developments always bring with them politics. Different groups vie for money, power, the ability to bring modern products to market first and alone, and the prerogative to squash others' modern ideas. A prominent characteristic of the telecommunications sector is the extent to which it is influenced by government policy and regulation. The forces these exert on the sector are inextricably tied to technological and market forces.

    Because of the pervasive nature of information and communication technologies and the services that derive from them, coupled with the large prizes to breathe won, the telecommunications sector is subjected to a lot of attention from policymakers. Particularly over the past 20 years or so, telecommunications policy and regulation Have been prominent on the agendas of governments around the world. This reflects the global trend toward liberalization, including, in many countries, privatization of the former monopoly telcos. However, interest from policymakers in telecommunications goes much deeper than this. A noteworthy deal of this interest stems from the extended reach and wide repercussion that information and communication technologies have. Here are some examples:

  • Telephony, e-mail, and information services permit contact between friends and families and tender convenience to people in running their day-to-day lives. Thus, they Have major economic and gregarious implications.

  • In the trade arena, information and communication technologies tender trade efficiency and enable the creation of modern trade activities. Thus, they Have major employment and economic implications.

  • Multimedia and the Internet tender modern audio, video, and data services that strike entertainment and education, among other areas. These modern services are overlapping with traditional radio and television broadcasting, and major cultural implications are appearing.

  • News delivery influences peoples' perceptions of governments and their own well-being, thereby influencing voter attitudes. Telecommunications brings attention to cultural trends. Therefore, telecommunications has major political as well as cultural implications.

  • Government applications of information and communication technologies strike the efficiency of government. Defense, national security, and crime-fighting applications are bringing with them major political implications.

  • Given this background of the pervasive repercussion that information and communication technologies have, it is hardly surprising they secure cumbersome policy attention.

    Regulatory Background

    Although many national regulatory authorities today are part from central government, they are, nevertheless, built on foundations of government policy. Indeed, the very act of creating an independent regulatory body is a key policy decision. Historically, before telecommunications privatization and liberalization came to the fore, regulation was often carried out within central government, which moreover controlled the state-run telcos. That has changed in recent years in many, but not all, countries.

    Given their policy foundation, and the fact that government policies vary from country to country and from time to time, it is not surprising that regulatory environments evolve and differ from country to country. These evolutions and international variations sometimes pose planning problems for the industry, and these problems can lead to frustrations and tensions between companies and regulatory agencies. They can moreover lead to disagreements between countries (for example, over trade issues). Although moves to hearten international harmonization of regulatory regimes (for example, by the International Telecommunications Union [ITU] and by the European Commission) Have been partially successful, differences remain in the ways in which countries interpret laws and recommendations. Moreover, given that regulations requisite to reflect changing market conditions and changing technological capabilities, it is inevitable that over time regulatory environments will change, too. So regulation is best viewed as another of the variables, such as technological change, that the telecommunications industry needs to remove into account.

    The Policy and Regulatory Players

    At the global level, there are a number of international bodies that govern or construct recommendations about telecommunications policy and regulation. In addition to the ITU and the European Commission, there are various standards bodies (for example, Institute of Electrical and Electronics Engineers [IEEE], European Telecommunications Standards Institute [ETSI], American National Standards Institute [ANSI], the Telecommunication Technology Committee [TTC]) and industry associations (for example, the European Competitive Telecommunications Association [ECTA], the Telecommunications Industry Association [TIA]). Representatives of national governments and regulatory authorities meet formally (for example, ITU World Radio Conferences, where many countries are represented) and informally (for example, Europe's National Regulatory Authorities [NRAs] exchange views at Independent Regulators Group [IRG] meetings). Other organizations, such as the World Trade Organization (WTO) and regional bodies, moreover influence telecommunications policy and regulation at the international level.

    At the national level, several parts of central government are generally involved, and there can sometimes breathe more than one regulatory body for a nation. Some of these organizations are major players; others play less prominent, but nevertheless influential, roles. In the United States, for example, the Federal Communications Commission (FCC) is the national regulatory body, and public utility commissions regulate at the condition level. The U.S. condition Department coordinates policy regarding international bodies such as the ITU. The White House, the Department of Commerce, largely through the National Telecommunications and Information Administration (NTIA), the Justice Department, the Trade Representative, and the Department of Defense are among the various parts of the administration that set or contribute to telecommunications policy. The U.S. Congress and the U.S. government's legislative arm moreover play principal roles. In addition, industry associations, policy "think tanks," regulatory affairs departments within companies, telecommunications lawyers, and lobbyists indelicate contribute to policy debates and influence the shape of the regulatory environment.

    Other countries organize their policy and regulatory activities differently from the United States. For example, in the United Kingdom, the Office of Telecommunications (OFTEL) mainly regulates what in the United States would breathe known as "common carrier" matters, whereas the Radiocommunications Agency (RA) deals with radio and spectrum matters. However, at the time of writing, it has been proposed that OFTEL and RA breathe combined into a modern Office of Communications (OFCOM). In Hong Kong, telecommunications regulation was previously dealt with by the post office, but now the Office of the Telecommunications Authority (OFTA) is the regulatory body. So, not only execute regulatory environments change, but so, too, execute the regulatory players.

    The Main Regulatory Issues

    Let's peek briefly at what regulators do. Again, this varies a little from country to country and over time. In the early years of liberalization, much time would typically breathe spent in licensing modern entrants and in putting in location regulations designed to keep a former monopoly telco from abusing its position by, for example, stifling its modern competitors or by charging inappropriately tall prices to its customers. Here the regulator is acting as a proxy for market forces. As efficient competition takes root, the role of the regulator changes somewhat. Much of the toil then typically involves ensuring that indelicate licensed operators or service providers meet their license obligations and taking steps to hearten the development of the market such that consumers benefit.

    The focus of most regulatory bodies is, or should be, primarily on looking after the interests of the various conclude users of telecommunications. However, most regulators would recognize that this can breathe achieved only if there is a well and vibrant industry to deliver the products and services. So while there are often natural tensions between a regulator and the companies being regulated, it is at the very time principal for cooperation between the regulator and the industry to remove place. In Ireland, for example, the role of the regulator is encapsulated by the following mission statement: "The purpose of the Office of the Director of Telecommunications Regulation is to regulate with integrity, impartiality, and expertise to facilitate rapid development of a competitive leading-edge telecommunications sector that provides the best in price, choice, and property to the conclude user, attracts trade investment, and supports ongoing gregarious and economic growth."

    Flowing from regulators' high-level objectives are a purview of activities such as licensing, cost control, service-level agreements, interconnection, radio spectrum management, and access to infrastructure. Often, regulatory bodies consult formally with the industry, consumers, and other interested parties on major issues before introducing regulatory changes. A more particular appreciation of what telecommunications regulators execute and what their priorities are can breathe obtained by looking at the various reports, consultation papers, and speeches at regulatory bodies' Web sites.

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