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000-M601 | IBM Healthcare Industry Solutions Sales(R) Mastery Test v1

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000-M601 - IBM Healthcare Industry Solutions Sales(R) Mastery Test v1 - braindump

Vendor IBM
Exam Number 000-M601
Exam Name IBM Healthcare Industry Solutions Sales(R) Mastery Test v1
Questions 30 Q & A
Recent Update December 7, 2018
Free PDF Download 000-M601 Brain Dump
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000-M601 exam Dumps Source : IBM Healthcare Industry Solutions Sales(R) Mastery Test v1

Test Code : 000-M601
Test Name : IBM Healthcare Industry Solutions Sales(R) Mastery Test v1
Vendor Name : IBM
Q&A : 30 Real Questions

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IBM IBM Healthcare Industry Solutions

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Seagate and IBM Work together to support in the reduction of world complicated force Counterfeiting with Blockchain technology | killexams.com Real Questions and Pass4sure dumps

CUPERTINO, Calif. & ARMONK, N.Y.--(business WIRE)--

assignment combines IBM Blockchain Platform, Seagate’s advanced “digital fingerprinting” and product monitoring to support prove provenance over challenging power life cycle

Seagate expertise plc (STX), an international chief in records storage solutions, and IBM (IBM) today introduced they're working collectively to in the reduction of product counterfeiting the use of blockchain and protection technologies. The undertaking, which is designed to aid producers, integrators, and business companions combat counterfeit difficult drives, makes use of the IBM Blockchain Platform to authenticate the provenance of disk power products, bringing a new stage of multi-layered protection insurance policy to the data management business.

This press liberate features multimedia. View the entire unlock here: https://www.businesswire.com/information/home/20181108005093/en/

according to the overseas Anti-Counterfeiting Coalition, global trade in counterfeit and pirated electronic items has reached greater than $1.7 trillion in price. To determine product authenticity, Seagate will update the IBM Blockchain Platform on the IBM Cloud with product authentication information in line with the Seagate cozy™ digital id (eID) on the point of manufacture. each entertaining identifier (serving as an electronic fingerprint) may also be used to check the identity of a tough pressure at any time during its product existence cycle. Seagate’s certified Erase employs cryptographic erasure expertise to supply a digital certificate of statistics purge, which is electronically signed via the device below the Seagate cozy public key infrastructure (PKI) and saved on the blockchain for compliance management with emerging global facts privacy laws.

building upon IBM’s blockchain capabilities and powered through the Linux foundation’s Hyperledger textile distributed ledger framework, the IBM Blockchain Platform is designed to permit network contributors to append and think about blockchain statistics according to their level of permissioning. throughout a product’s existence, technology carriers, carrier suppliers, and conclusion clients can be capable of verify the product’s provenance on the blockchain, which provides an immutable record of movements. this can assist reduce facts loss, fraudulent products and warranty expenses, whereas enhancing product assurance for valued clientele right through deployment.

“Blockchain expertise can also be extraordinarily helpful in confirming provenance and authenticity of property,” mentioned Bruce Anderson, world managing director, electronics industry, IBM. “The ability to work with Seagate to mix blockchain with superior cryptographic product identification technology is what units this work aside, and alerts blockchain’s capabilities to reimagine the electronics product existence cycle administration techniques. Counterfeit electronic components are a worldwide issue that requires an ecosystem-extensive effort to tackle.”

The eID and certified Erase capabilities are developed on the Seagate secure know-how, that may enable bigger degrees of trust of product provenance and proof of data erasure. purchasers can improvement from understanding that a power is a real Seagate product and that any information on it will also be securely erased which may support customers with their efforts to stick to international compliance necessities.

“IBM has a confirmed background of technology innovation as evidenced via its market leadership in blockchain know-how for product provenance in a variety of industries,” said Mark Re, senior vice chairman and chief know-how officer at Seagate. “by way of combining Seagate’s innovations in product safety with IBM’s blockchain abilities, we wish to prove that we are able to aid cut back the incidence of product counterfeiting sooner or later.”

As mission construction continues in this mixed effort to combat international product counterfeiting, Seagate and IBM are looking ahead to that they're going to expand the enterprise community to include participation from give chain companions.

About IBM Blockchain

IBM is recognized as the leading enterprise blockchain issuer. The enterprise’s analysis, technical and enterprise consultants have damaged boundaries in transaction processing speeds, developed probably the most advanced cryptography to comfortable transactions, and are contributing millions of lines of open source code to strengthen blockchain for corporations. IBM is the chief in open-source blockchain solutions developed for the commercial enterprise. due to the fact that 2016, IBM has labored with lots of of shoppers across fiscal capabilities, provide chain, govt, retail, digital rights administration and healthcare to implement blockchain functions, and operates a number of networks running reside and in production. The cloud-based mostly IBM Blockchain Platform promises the end-to-end capabilities that customers should quickly set off and successfully advance, function, govern and comfy their own enterprise networks. IBM is an early member of Hyperledger, an open supply collaborative effort created to boost cross-business blockchain applied sciences. For extra assistance about IBM Blockchain, seek advice from https://www.ibm.com/blockchain/ or follow us on Twitter at @ibmblockchain.

Story Continues

About Seagate

Seagate creates area for the human experience by using innovating how facts is stored, shared and used. be trained extra at www.seagate.com. observe Seagate on Twitter, facebook, LinkedIn, Spiceworks, YouTube and subscribe to our weblog.

© 2018 Seagate know-how LLC. All rights reserved. Seagate, Seagate know-how and the Spiral brand are registered emblems of Seagate expertise LLC within the united states and/or other nations. Seagate secure is either a trademark or registered trademark of Seagate know-how LLC or considered one of its affiliated businesses within the u.s. and/or other nations. All other trademarks or registered logos are the property of their respective owners. Seagate reserves the correct to exchange, devoid of notice, product offerings or requirements.

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IBM Watson: The inside story of how the Jeopardy-winning supercomputer changed into born, and what it desires to do next | killexams.com Real Questions and Pass4sure dumps

IBM Watson wowed the tech business and a corner of U.S. pop subculture with its 2011 win in opposition t two of Jeopardy's greatest champions. here's how IBM pulled it off and a glance at what Watson's true profession is going to be.

Between them, they'd racked up over $5 million in winnings on the television quiz exhibit Jeopardy. They have been the ultimate players the demonstrate had produced over its many years-long lifetime: Ken Jennings had the longest unbeaten run at seventy four profitable appearances, while Brad Rutter had earned the greatest prize pot with a total of $3.25 million.

Rutter and Jennings had been Jeopardy-winning machines. And in early 2011, they agreed to an exhibition in shape in opposition t an opponent who'd by no means even stood behind a Jeopardy podium before.

but this Jeopardy unknown had spent years preparing to tackle the two giants in the $1m healthy, enjoying one hundred video games towards past winners with a view to increase his chances of successful.

That opponent did not smile, provided all his solutions in the identical impassive tone, and wouldn't sit in the equal room as his fellow contestants. He had to work too hard at retaining his cool and become so noisy, it changed into thought he became too disruptive to take the rostrum in adult. He become stored in a again room, his solutions piped into the studio.

You wouldn't know by using looking at him what he was pondering - perhaps you'll spot just a tinge of colour when he become confusing over a particularly tough question.

The contender begun out with a run of winning solutions - he knew his Beatles songs, Olympic background, literary criminals. bound, he wasn't too commonplace together with his Harry Potter, however he stretched out a lead however, leaving Rutter and Jennings trailing hundreds of bucks behind.

but questions about decades tripped him up, and Rutter fought lower back, piling up enough cash to unsettle anyone who'd wager on the influence of the in shape. by way of the end of the primary of the special exhibition match suggests, you'd were difficult pushed to determine which was most secure along with your funds.

but then Double Jeopardy came about. The upstart powered through the large questions, successful even with guesses he was far from convinced about, and placing atypical bets that got here first rate.

via the conclusion of the second episode, the unknown had $25,000 more than his closest opponent, Rutter. Rutter and Jennings appeared more and more uncomfortable as it begun to look like they'd get a pasting from the new boy, bobbing in frustration as their opponent buzzed in earlier than them time and time once more.

"I, for one, welcome our new computer overlords" Ken Jennings' response to losing to an exhibition Jeopardy in shape to Watson

Jennings managed a late fightback in the third episode, however the new opponent regularly clawed lower back ample funds to make it a close run.

All three appropriately answered the remaining query 'William Wilkinson's 'An account of the principalities of Wallachia and Moldavia' impressed this creator's most famous novel' with 'who's Bram Stoker?' however Jennings appended his response with: "I for one welcome our new computing device overlords".

He, and Rutter, had misplaced to Watson - a room-sized beast of a computer made by way of IBM and named after the business's founder Thomas J Watson.

Watson, including ten racks of ten power 750 servers, had to be saved apart from the human contestants as a result of the roar of its cooling device and become represented on the podium via an avatar of IBM's Smarter Planet emblem, whose moving strains would go green when Watson had cracked a thorny issue, orange when the answer changed into wrong.

whereas Watson had the questions delivered in text instead of by means of listening to the quizmaster, he performed the game like his human counterparts: puzzle over the query, buzz in, supply the reply that's most likely to be appropriate, tot up some prize funds.

And Watson was correct lots of the time. He won the online game with $seventy seven,147 leaving Rutter and Jennings within the dust with $21,600 and $24,000 respectively.

It turned out that the precise Jeopardy winning machine become, smartly, a computing device.

Three nights, two people, one computer and $1 million: the victory of IBM's Watson over two human contestants on Jeopardy became the primary, and might be only, time the desktop impressed itself on the usual public's awareness.


IBM Watson defeated two of Jeopardy's ideal champions.

photo: IBM

but even earlier than Watson secured its now-noted win, IBM was engaged on how to flip the cute quiz show-dominating desktop into a serious company contender.

Watson began life 5 years earlier than its tv appearance, when IBM analysis pros have been searching for the subsequent "Grand challenge" for the enterprise. IBM periodically runs these Grand Challenges, selected initiatives that pit man against machine, have overseas attraction, are convenient to grasp and entice individuals into working in science and maths fields. along with Watson, the Grand Challenges have spawned Deep Blue, the computer that famously beat grand grasp Garry Kasparov at chess, and the Blue Gene supercomputer.

in the mid-2000s, IBM changed into on the lookout for its next Grand challenge. Paul Horn, then director of IBM research, became in favour of making an attempt to enhance a computer that could win the Turing examine, a way to measure computing device intelligence via having a device attempt to fool a human into thinking that they're having a dialog with an extra adult.

As challenging as passing the Turing check is - no desktop has yet done it - it become felt that it wouldn't most likely mild up the public's creativeness as other tasks had. however were there any linked challenges that might still bring those points of competing against humans and realizing human speech collectively?

"They in the beginning said no, it be a foolish challenge to work on, it be too gimmicky, it be not a true computing device science test, and we doubtless can not do it anyway" IBM researchers' first tackle constructing a desktop that might win Jeopardy

"Beating a human in Jeopardy is a step in that path - the questions are complicated and nuanced, and it takes a unique class of laptop to have an opportunity of beating a human with the aid of answering those type of questions. i was working the analysis division and that i became bugging individuals within the enterprise, in selected [former EVP in IBM's software group] Charles Lickel," Horn said.

Lickel changed into inspired to tackle the challenge of constructing a Jeopardy-winning computer after having dinner along with his team. "We have been at a steak residence in Fishtail, big apple. in the middle of dinner, hastily the whole restaurant cleared out to the bar - I became to my crew and asked 'what's happening?'. It changed into very extraordinary. I hadn't really been following Jeopardy, but it became out it become when Ken Jennings turned into having his lengthy successful streak, and everyone wanted to find out if he would win again that night, and that they'd long past to the bar to see," Lickel pointed out. Jennings won as soon as once again that nighttime, and nonetheless holds the longest unbeaten run on Jeopardy with 74 appearances undefeated.

The concept of a quiz champion computer did not instantly win his group round, with many of Lickel's foremost workforce asserting they didn't accept as true with a machine may compete with, let alone beat, flesh and blood champions.

"They firstly spoke of no, it's a foolish undertaking to work on, it be too gimmicky, or not it's no longer a true desktop science look at various, and we probably cannot do it anyway," observed Horn.

however, a crew sufficiently adventuresome to tackle the problem of building a Jeopardy winner changed into discovered.

It turned into nevertheless a small mission and innovations of commercialisation weren't uppermost in any one's intellect - Grand Challenges had been demonstration initiatives, whose return for the business was greater within the buzz they created than in a contribution to the bottom line. If commercialisation came about, notable - but for now, Watson became just a little bit of a moonshot for IBM.

as a result of the preliminary size of the hassle, it was funded from the research neighborhood's customary price range and failed to require sign-off from big Blue's better-ups, which means it may operate free of the industrial pressures of most tasks.

Jeopardy's quirk is that as a substitute of the quizmaster surroundings questions and contestants proposing the answer, the quizmaster gives the answers, known as 'clues' in Jeopardy-speak, to which contestants provide a query. no longer simplest would the computing device need to be able to produce questions for the possible clues that might come its way on Jeopardy, it might deserve to be able to first pull aside Jeopardy's tricksy clues - determine what was being requested - earlier than it could even supply the right response.


Jeopardy host Alex Trebeck and the IBM team talk concerning the exhibition fit with Watson.

photo: IBM

For that, IBM developed DeepQA, a massively parallel utility architecture that examined natural language content material in both the clues set via Jeopardy and in Watson's personal stored data, together with looking into the structured suggestions it holds. The element-primarily based device, constructed on a series of pluggable accessories for browsing and weighting advice, took about 20 researchers three years to reach a degree where it may tackle a quiz show efficiency and come out searching enhanced than its human opponents.

First up, DeepQA works out what the query is asking, then works out some viable solutions based on the suggestions it has at hand, making a thread for each and every. every thread uses tons of of algorithms to look at the evidence, taking a look at factors including what the information says, what type of information it's, its reliability, and how doubtless it's to be imperative, then developing someone weighting in line with what Watson has prior to now discovered about how seemingly they're to be correct. It then generated a ranked checklist of answers, with facts for every of its alternatives.

The assistance that DeepQA would eventually be able to question for Jeopardy became 200 million pages of suggestions, from a variety of sources. the entire assistance needed to be in the community kept - Watson wasn't allowed to hook up with the web all the way through the quiz - and understood, queried and processed at a fair clip: in a Jeopardy's case, Watson had to spit out an solutions in a depend of seconds to be sure it turned into first to the buzzer.

"after I left IBM in end of 2007, Watson became an embryonic undertaking," observed Horn. "It had three americans in Charles Lickel's area that acquired the facts from the historic Jeopardy programmes and have been starting to train the laptop. It could barely beat a 5 year old at the moment. The projection changed into 'god knows how long it could take to beat an grownup, let alone a grand champion'. Then over time when it seemed like they all started to have a chance, Dave beneath the leadership of John Kelly grew the venture into something vast," talked about Horn.

while there is nonetheless debate over exactly when the concept of creating Watson pay its approach ultimately took form at IBM, when Watson took to the stage for its Jeopardy-successful efficiency, the show featured IBM execs speaking about viable makes use of for the gadget in healthcare, and moves to set up a Watson company unit started not long after the Jeopardy reveal aired.

IBM's then-CEO Sam Palmisano and its present CEO Ginni Rometty, under whose remit Watson fell on the time, began discussions within the weeks after the win, and the assignment changed into moved from beneath the wing of IBM research and into the IBM application group.

In August of 2011, the Watson company unit correct came into being, headed up via Manoj Saxena, who'd joined IBM some years earlier when the company he labored for, Webify, became obtained by IBM.

Saxena was the unit's worker no 1. within three months, he had been joined via 107 new Watson staffers, commonly technologists in the fields of natural language processing and computer learning.

Healthcare had already been cautioned as the first business Watson may still target for business offerings, however there were no plans to confine it simply to medication. Any assistance-intensive business turned into reasonable game, anyplace had been there were big volumes of unstructured and semi-structured records that Watson may ingest, take into account and procedure sooner than its human counterparts. Healthcare might be a place to begin, but banking, assurance, and telecoms have been all within the firing line.

however how do you flip a quiz reveal winner into some thing more enterprise-like? First job for the Watson crew become to become familiar with the laptop they'd inherited from IBM analysis, be mindful the forty one separate subsystems that went into Watson, and determine what obligatory to be mounted up earlier than Watson may placed on its go well with and tie.

in the Watson unit's first 12 months, the device bought sped up and slimmed down. "We serialised the threads and how the software labored and drove up the performance," Saxena talked about. "The system today in comparison to the Jeopardy equipment is about 240 p.c sooner and it is one-sixteenth the dimension. The system that was the measurement of a master bedroom will now run in a gadget the measurement of the vegetable drawer to your double-drawer fridge."

an additional approach of looking at it: a single energy 750 server, measuring 9 inches high, 18 inches extensive and 36 inches deep, and weighing in at around a hundred kilos. Having got the system to a extra manageable measurement for agencies, it set about finding shoppers to take it on.

IBM had healthcare pegged as its first vertical for Watson from the time of the Jeopardy win. youngsters, whereas Jeopardy Watson and healthcare Watson share a common heritage, they are different entities: IBM forked the Watson code for its commercial incarnation.

"The gadget that become the dimension of a grasp bedroom will now run in a gadget the dimension of the vegetable drawer on your double-drawer refrigerator" Watson VP Manoj Saxena on the shrinking Watson

Jeopardy Watson had one project - get a solution, take note it, and find the question that went with it. It became a single user equipment - had three quizmasters put three solutions to it, it will have thrown the computing device right into a spin. Watson needed to be retooled for a scenario where tens, hundreds, youngsters many, clinicians can be asking questions without delay, and not single questions either - complex dialog with a number of related queries one after the different, all requested in non-typical codecs. And, of path, there changed into the English language itself with all its messy complexity.

"there were basic areas of innovation that had to be performed to head past Jeopardy - there become a major volume of pre-processing, publish-processing and tooling that we've introduced across the core engines," delivered Saxena. "it be the equal of getting a Ferrari engine then trying to build an entire race vehicle around it. What we inherited was the core engine, and we talked about 'okay, let's build a new element that does all variety of things the original Jeopardy system wasn't required to do'."

To get Watson from Jeopardy to oncology, there have been three processes that the Watson crew went via: content material adaptation, practising adaptation, and practical adaptation - or, to put it a further approach, feeding it clinical guidance and having it weighted accurately; testing it out with some apply questions; then making any technical changes needed - tweaking taxonomies, as an instance.

The content material adaptation for healthcare adopted the equal course as getting Watson up to speed for the quiz display: feed it assistance, demonstrate it what correct looks like, then let it wager what right looks like and correct it if it's incorrect. In Jeopardy, that intended feeding it with heaps of query and reply pairs from the reveal, after which demonstrating what a correct response looked like. Then it become given simply the solutions, and requested to come up with the questions. When it went wrong, it become corrected. via computer discovering, it would begin to get a handle on this reply-question component, and regulate its algorithms as a consequence.


Watson has moved on to solutions that may energy searches from smartphones. photograph: IBM

"it will be fed many situations the place the history turned into standard and relevant treatment turned into time-honored, and then, analogous to working towards for Jeopardy, it be been given cases and then it suggests treatments," Kohn mentioned.

Some statistics got here from what IBM describes as a Jeopardy-like game known as medical professional's dilemma, whose questions include 'the syndrome characterised by way of joint ache, stomach pain, palpable purpura, and a nephritic sediment?'. (The answer, of path, is Henoch-Schönlein purpura.)

The practising, says Kohn, "is an ongoing procedure, and Watson is all of a sudden improving its capacity to make economical concepts the oncologists consider are helpful."

by using 2012, there were two healthcare organizations that had all started piloting Watson.

Wellpoint, one of the US biggest insurers, turned into one of the pair of organizations that helped outline the application of Watson in fitness. The different turned into Memorial Sloan-Kettering melanoma center (MSKCC), an supplier IBM already had a relationship with and which is discovered now not removed from each IBM's personal Armonk headquarters and the research laboratories in York Heights, long island that nonetheless house the primary Watson.

And it became this relationship that helped spur Watson's first industrial flow into working in the container of cancer treatment plans. while the usage of Watson as a prognosis device might be its most obvious utility in healthcare, the usage of it to support in selecting the best therapy for a cancer affected person made even more feel. MSKCC became a tertiary referral centre - by the point sufferers arrived, they already had their diagnosis.

So Watson was destined first to be an oncologist's assistant, digesting reams of records - MSKCC's own, medical journals, articles, sufferers notes and greater - along with patients' preferences to come up with tips for medicine alternate options. every can be weighted consequently, depending on how relevant Watson calculated they were.

not like its Jeopardy counterpart, healthcare Watson also has the means to go browsing - not all its information must be stored. And while Watson had two million pages of medical facts from 600,000 sources to swallow, it may nonetheless make use of the popular abilities garnered for Jeopardy - details from Wikipedia, for instance. (What it would not use, youngsters, is the city Dictionary. Fed into Watson late final yr, it became reportedly removed after answering a researcher's query with the note "bullshit". "We did discover some interesting responses, so we needed to shut that down," Saxena observed diplomatically. "That is not to be repeated, because it can be viewed as very flawed in certain instances, and we needed to teach Watson the right business behaviour.")


This chart, finished a 12 months after Watson's Jeopardy win, indicates some of its speedy progress.

photo: IBM

As such, the sources are now clinical publications like Nature and the British medical Journal. And there are different defense nets too.

"within the educating part, a physician - a cancer care professional in this case - sits down and asks questions of Watson and corrects the machine gaining knowledge of. The medical professional and a data scientist are sitting subsequent to each different, correcting Watson. Spurious cloth, or conflicted fabric or whatever thing from a pharmaceutical business that the medical professional feels could be biased - this is caught all through the practicing cycle," brought Saxena.

WellPoint and MSKCC used Watson because the foundation for techniques that could examine and take into account volumes of clinical literature and other suggestions - patients' medicine and household histories, for instance, as well as scientific trials and articles in medical journals - to help oncologists through recommending courses of medicine.

A yr of working with both establishments has produced business products: Interactive Care Insights for Oncology, and the WellPoint Interactive Care e book and Interactive Care Reviewer. Interactive Care Insights for Oncology offers assistance for medicine plans for lung cancer sufferers, whereas New WellPoint Interactive Care guide and Interactive Care Reviewer experiences clinicians' recommended cures towards their sufferers' plans and is anticipated to be in use at 1,600 healthcare suppliers this 12 months.

Watson has bigger ambitions than a clinician's assistant, although. Its scientific skills is around that of a primary 12 months clinical scholar, in line with IBM, and the company hopes to have Watson circulate the everyday medical licensing board tests within the no longer too distant future.

"Our work these days is within the very early tiers round follow of drugs, round continual care illnesses. We're starting with melanoma and we can quickly add diabetes, cardiology, mental health, different persistent illnesses. and then our work is on the fee facet, the place we are streamlining the authorisation and approval system between hospitals, clinics and insurance corporations," Saxena stated.

The ideal aim for Watson is to be an support to prognosis - as opposed to just suggesting cures for cancer, as it does nowadays, it may support docs in determining the diseases that carry individuals to the clinics within the first place.

before then, there is figure to be carried out. while huge facts companies commonly trumpet the growth of unstructured records and the leaving behind of relational databases, for Watson, it be these older sources of information that current extra of an issue.

"Watson works primarily with natural language - free text or textual content-like tips - and that is the reason about eighty percent of the massive volumes of healthcare suggestions attainable to us," referred to Kohn. "Then there is the 20 p.c it really is structured facts - truly, numerical information - or photographs, like MRIs, CAT scans, and the like. Watson doesn't method structured data without delay and it doesn't interpret photos. it may possibly interpret the record connected to a picture, however not the image itself."

furthermore, IBM is working on making a broader healthcare providing so that you can take it past its oncology roots.

"even if Watson is working with these two corporations, what the designers and computer scientists are specializing in [is] that some thing they advance is generalisable, it's no longer simply niche for cancer remedy and particularly for the several cancers we're working with. We're the use of it as a studying procedure to create algorithms and methodologies that might be without problems generalisable to any enviornment of healthcare. They do not need to ought to say, right, we have oncology under control, now let's beginning once more with family unit follow or cardiology," Kohn referred to.


Citi and IBM were collaborating on enterprise programs seeing that the times of the early mainframes.

image: IBM

Watson has additionally already found some activity in banking. Citi is using Watson to improve consumer adventure with the bank and create new capabilities. or not it's handy to see how Watson can be put to make use of, say, figuring out even if a borderline-chance enterprise customer is likely to repay the mortgage they've applied for, or used to decide on cases of fraud or identification theft earlier than consumers could be aware they are occurring.

Citi remains early in its Watson experiments. A spokeswoman stated the business is currently simply "exploring use situations".

From here on in, instead of being standalone products, the subsequent Watson offerings to hit the market should be embedded into products in the IBM Smarter Planet product line. they're anticipated to seem within the 2nd half of the year.

the primary such Smarter Planet product seemed in may additionally: IBM Engagement consultant. The conception in the back of the Engagement guide, geared toward contact centres, is that client provider agents can question their employers' databases and different tips sources the usage of natural language while they're conducting helpline conversations with their customers. one of the most organizations checking out out the service is Australia's ANZ financial institution, where it will be assisting call centre team of workers with making monetary capabilities strategies to individuals who ring up.


Ask Watson goes a ways past what Apple's Siri can do, IBM believes.

photograph: IBM

Watson could presumably one day scour available facts for the highest quality time to find somebody capable of speak and judge the conversation channel without doubt to generate a positive response, or pore over social media for disgruntled clients and provide solutions to their issues in herbal language.

There are additionally plans to alternate how Watson's delivered, too. as an alternative of just interacting with it by means of a call centre employee, shoppers will quickly be in a position to familiarize yourself with the Engagement marketing consultant. instead of have some call centre agent study out Watson generated assistance to a consumer with, say, a fault with their new washing computing device or a inventory-trader wanting information on updating their portfolio, the client and trader could just quiz Watson without delay from their cell or pill, by using typing their query straight into a enterprise' app. Apps with Watson below the hood should be out within the latter half of this year, according to Forbes.

IBM professionals have additionally prior to now cautioned that Watson might turn out to be a supercharged edition of Siri, where people will be in a position to talk directly into their mobile and pose a complex query for Watson to reply - a farmer conserving up his smartphone to take video of his fields, and asking Watson when to plant corn, for instance.

IBM is raring to spell out the adjustments between Watson and Siri. "Watson knows what it knows - and by means of listening, discovering and the use of human-like considering capabilities uncovers insights from huge facts, Watson additionally quickly ascertains what it doesn't comprehend. Siri, however, effectively looks for key terms to search the web for lists of alternate options that it chooses one from," the company says. but, the assessment holds: Watson could certainly have a future as your infinitely knowledgeable own assistant.

while including voice-consciousness capabilities to Watson may still be no remarkable shakes for IBM given its present partnerships, this kind of stream would require Watson to be in a position to realize pictures (something IBM's already working on) that would require Watson to question all types of sources of guidance including newspapers, books, photographs, repositories of records which have been made publicly purchasable, social media and the cyber web at enormous. That Watson may still tackle such a job in the coming years, certainly if the processing goes on in an IBM datacentre and never on the cellular itself, as you possibly can are expecting, is certainly in the realms of the possible.

As IBM seeks to embed Watson's capabilities into more and more items, how far does the business think Watson will unfold in the coming years? it's going to most effective say gnomically, "as we continue to scale our capabilities, we intend to make Watson attainable as a set of features in many industries." want a much better answer? greater ask Watson.

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THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age. | killexams.com real questions and Pass4sure dumps

THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age.

By Louis S. Richman

(FORTUNE Magazine) – Chances are pretty good that Beth Malloy will play a major role in making a scientific discovery that may one day save your life. A laboratory technician on the cardiovascular research team at Genentech, the biotechnology company in South San Francisco, Malloy, 35, isolates and analyzes rare proteins found in plasma, the substances that when cloned form the building blocks of biotech drugs. A decade ago the mastery of such esoteric procedures was the province of Nobel laureates. Now, Malloy, a chemist with a master's degree from San Francisco State University, and many of Genentech's 369 other science technologists perform these miracles routinely. She and her colleagues are but a small part of the large and rapidly growing population of technicians -- a new worker elite who are transforming the American labor force and potentially every organization that employs them. As the farm hand was to the agrarian economy of a century ago and the machine operator was to the electromechanical industrial era of recent decades, the technician is becoming the core employee of the digital Information Age. The trend reflects what Stephen R. Barley, an ethnographer at Stanford University's school of engineering, describes as the "technization" of American labor. The sheer growth in the number of technicians and the diversity of occupations they hold bespeak a profound change in their importance to companies that hope to survive and thrive in an era of epochal change. Since 1950 the number of technical workers has increased nearly 300% -- triple the growth rate for the work force as a whole -- to some 20 million. With one out of every four new jobs going to a technical worker, the Bureau of Labor Statistics (BLS) forecasts that this army of techno-competents -- already the largest broad occupational category in the U.S. -- will represent a fifth of total employment within a decade (see chart). The convergence of two large forces are giving technicians new importance. First, increasingly powerful, versatile, and user-friendly new technologies -- from the software that electronics technicians use to test printed circuitboards to the automated protein analyzers Beth Malloy programs to run experiments -- are eliminating the need for workers to perform many time- consuming routine tasks, the donkey work of the advanced industrial age. Thus they are freed to tackle more challenging activities that require judgment and skills. Second, as more companies rely on technology to help eliminate quality defects, speed up product development, and improve customer service, technicians become the front-line workers they depend on. So thoroughly has technology suffused the workplace that technical workers are beginning to emerge from the virtually invisible middling stratum they've traditionally occupied. No longer are they mere subordinates to managers and just a notch above the less-skilled blue- and pink-collar masses. As corporate hierarchies collapse and the boundaries between organizations dissolve, employers are beginning to gain a new appreciation for the work technicians do -- and their insights into how it should be done. In the new economy, says Michael Arthur, a management professor at Suffolk University in Boston, it is competence rather than a place in a hierarchical pecking order that defines an employee's value: "Technical occupations are becoming the new anchor for people's careers." Who better for the smart employer to enlist in the effort to gain a competitive edge than those who actually man the equipment that will carry us into the future? Technical workers help design, manufacture, and service the wondrous medical devices that allow hospital technologists to peer into the body's tissue. Engineering technicians test the integrity of materials used in the construction of bridges, buildings, and dams. They are the developers and caretakers of the computer and telecommunications networks that keep your business running, and they produce the dazzling computer-graphic presentations that help your sales force land new customers. Technicians bring varying levels of formal education and credentials to their work. Many enter technical fields with no more than a high school diploma and a splash of training acquired on the job. Since the smaller armed forces of today no longer turn out technicians in the numbers they did during the Cold War years, more aspiring technical workers are coming to these careers from a trade school or a community college. And an ever-increasing number of them have a four-year university education or advanced degrees. According to projections made by BLS economist Kristina J. Shelley, the number of college graduates who take jobs in technical fields will grow by 75%, to 2.2 million, over the coming decade. To profit fully from the expanded opportunities open to them in the new economy requires that technical workers -- and the companies that employ them -- adopt a new mindset. Because many technicians enter the labor force as hourly employees, they too often view the work they do as a job instead of as the foundation of a career. The distinction is growing more critical. Jobholders, Suffolk University's Arthur explains, perform a limited range of tasks within the context of a specific organization. Careerists, by contrast, define themselves by the cluster of skills they bring to their work -- competencies that are transferable from employer to employer and which they can expand over the course of their working lives. They're ever on the prowl for the next exciting project to work on. And companies that would harness their talents must learn new lessons of how to manage, motivate, and reward them accordingly.

-- Give your technical workers room to grow -- or someone else will. Richard Mixon, 41, is one of the new breed who is actively managing his career. A senior electronics engineering technician in the seismic testing division of the Western Atlas oil exploration company in Houston, Mixon early on made it his mission to seek out jobs that would allow him to grow. "I wanted to have a broad enough spectrum of skills to be able to fit into any technical environment," he says. The son of a construction worker, Richard studied electronics for two years at the University of Houston with the aim of working in the computer industry. Lacking the funds to continue his studies, however, he took a job with IBM ! repairing office equipment. The five years he spent as a service representative taught him valuable lessons in how to deal with customers, but it wasn't getting him any closer to his goal of working with engineers who design computer circuitboards. He left IBM, in 1978, to join Texas Instruments, which hired him to repair integrated-circuit test systems. Inside a year, Mixon realized that without a four-year engineering degree his chances for advancement with TI were limited. But he could see that printed-circuit technology was beginning to spread to many other industries besides computers -- and with it, his opportunities to take on more challenging projects. So when he learned about an opening for an electronics lab technician at Halliburton, an oil-field services company that was booming in the energy-short years of the early 1980s, he jumped. The move exposed Mixon to the kind of work he had been longing to do. Over the next nine years at Halliburton and, later at Schlumberger, which offered him both more money and more interesting assignments, Mixon assisted electronics design engineers in developing circuitboards that would go into the latest geologic data-acquisition equipment. Despite the challenge, after a while Mixon could see no further career advancement awaiting him at Schlumberger, so he began to look for opportunities outside the company. A recruiter sounded him out about moving to a bigger job with Western Atlas, and he grabbed the offer. In his current position, Mixon is helping to develop an electronic sensing system that will be used to locate oil. In addition to working on the design of new circuitry, he is the point man delegated to work with manufacturing to bring the new gear quickly into production. And he's always on the lookout for new tasks to take on. Says Mixon: "It's better to ask for forgiveness than for permission." Mixon's ultimate goal is to build on the broad technical base by starting his own business.

-- Technical workers are moving from the back office to the customer interface. With the new corporate focus on customer satisfaction, companies like TIE Communications, a telecommunications equipment supplier with annual revenues of $110 million, are relying more heavily on their technicians. TIE hopes to win market share from its scores of smaller rivals and crack new markets that the big regional phone companies are leaving behind. But executives at TIE's headquarters in Overland Park, Kansas, realized that growth would not come simply by pushing more hardware. They also needed to distinguish their company with superior customer service. Falling prices for telecom gear were bringing products like videoteleconferencing equipment and advanced multiplexers for data transmission within reach of the small and midsize businesses that TIE targets. Problem was, the new, integrated black-box telephony is intimidatingly complex, some of it far beyond the servicing capabilities of many of TIE's 400 technicians. Says executive vice president Eric Carter: "Unless we did a better job of training them, our technicians would drive clients away." TIE set out to mold all of its technical service reps into, as Carter puts it, "ambassadors to the customers." The company contracted with the Corporate Educational Services division of DeVry Institute of Technology, a leading for- profit technical training academy that operates 13 schools throughout North America, to help design a curriculum. In addition to providing its technicians with a firm grounding in how the complex new circuitry and software work, TIE wanted the new courses to improve their communications skills so that they could help sell customers on new products and services. The training, which began last fall, brings groups of some 20 service reps from TIE's 58 district offices to Overland Park during the first two weeks of each month. TIE plans to cycle all of its technical workers through each of three progressively more advanced levels of training over the coming six years. An added benefit of this instruction: By mingling with colleagues from different offices, the customer service techs swap war stories on problems they've encountered in the field and take hands-on solutions back to work. Technicians who have been through the training's first phase are enthusiastic: Steve Barbier, 32, an eight-year TIE veteran in the St. Louis office, says the program "turned on major light bulbs." Barbier is a high school graduate who had worked his way up from the lowly $4.25-per-hour job of pulling cables to a skilled $16-an-hour position supervising new installations and more sophisticated equipment repair. But his limited understanding of the systems' inner workings made him reluctant to recommend to customers that they upgrade their networks with gear he was unsure he could service. That lack of confidence is no longer an issue. Says Barbier: "Where I would once take five steps back to avoid a problem, I now take two steps forward with a new solution that helps the customer, TIE, and me."

-- Today's technicians are tomorrow's executives. Some organizations are starting to make the mastery of a technical speciality the prerequisite for career growth. At Union Pacific, for example, all new employees who aspire to a management position must first become a "data integrity analyst." Why the hurdle? Union Pacific carries 13,000 shipments a day on 700 trains running on 19,000 miles of track. Coordinating that massive traffic flow poses a huge data management challenge, one that required a new approach to the rail business. Says national customer services vice president Jim Damman: "We saw that the company's future growth would depend more on the ability of our managers to be masters of technical data rather than overseers of the hourly workers." Since 1986, Union Pacific has been replacing the paper mountain of shipping orders, bills of lading, and invoices it once swapped with its customers and their shipping agents with a computerized electronic data interchange (EDI) system it has developed. Now, some two-thirds of all the railroad's client communications -- up from just 3% eight years ago -- are managed via EDI from a single customer-service center in St. Louis rather than through the 40 offices that formerly handled the unwieldy paper flow. Empowered by EDI, the data integrity analysts keep tabs on all of the customers' contacts with the railroad. They create detailed electronic profiles for each shipper that permit the customer service representatives to facilitate order taking or resolve questions. They also provide the information that dispatchers in Omaha use to track shipments and that clerks in accounting rely on for accurate billing information. Just as valuable as the huge improvement in efficiency that EDI has wrought (employee productivity at the St. Louis center is up 300% since 1986) are the fabulously rich strategic uses Union Pacific can make of the amassed data. The railroad's goal is to mine that treasure-trove to be able to offer customers higher value-added services tailored to their needs. Thus, veterans of the data integrity job, like Robyn Bohnert, are promoted to the more advanced technical roles of finding ways to organize the data for new business uses. Hired as a customer service representative in 1990, Bohnert, now 26, spent two years as a data integrity analyst. Last February she advanced to a position as project manager for new systems development, which pays her some $35,000 a year. Her job draws heavily not only on her technological skills but also on her knowledge of marketing. She uses the EDI customer profiles to build new databases that might, say, help a team that works with grain commodity shippers uncover evolving patterns in their usage of the railroad's services and sell them on new ones. She has also put her technical talent to use in helping Union Pacific improve its own performance, extracting from the databases she's created the sources of customer problems and how much it cost the railroad to address them. Says Bohnert: "We're just beginning to scratch the surface of the improvements that a technical analysis of the data will reveal."

-- Technical workers turn black-box technology into productivity gains. Long the jealously guarded privilege of management, access to information virtually defined power and status in the traditional corporate bureaucracy. But with the advent of networked computing, it is fast becoming the common wealth of every employee. Stephen Kellogg, the computer system administrator for an Atlanta engineering and architecture firm called Armour Cape & Pond (AC&P), plays midwife to that revolutionary change. Hired into the newly created position last October, Kellogg, 26, is responsible for the hardware and software that together make up AC&P's electronic umbilical cord to the 60 architects, drafters, and sales and administrative support staff in Atlanta and Washington. The job demands full use of the programming, systems-analysis, and electronics-maintenance skills he acquired in the Coast Guard and later developed at a technical institute. Keeping the system running and handholding the firm's neophyte computer users would be job enough to earn Kellogg his $30,000 annual compensation. But he must also keep data moving smoothly among the AC&P's computer workstations, allowing drafters to translate architect's concepts into full-scale renderings and keeping track of their frequent design changes. The network must also accommodate the sales force and allow the folks in accounting to track invoices, payments, and payrolls. Says Kellogg: "The payoff from the new technology comes when the whole organization applies its power to work in dramatically new ways." Kellogg is the one who makes sure that AC&P capitalizes fully on technological advances. To that end, he has formed a power-users' group, a | committee made up of staffers who are masters of the intricacies of the system. He calls on them to lead monthly training sessions open to all employees to quicken the spread of the best practices throughout the firm. Kellogg is also busily scouting out the newest hardware and applications software that will keep his firm on the cutting edge of technology. So important do AC&P partners see that task that they now include Kellogg in all their weekly meetings. "I see no limit to the potential growth of my role," he says.

-- The payoff from technical training is big. Automation of manufacturing has been a job killer for tens of thousands of semi-skilled industrial workers. But for factory technicians who know how to operate the new, computer- controlled production equipment, career opportunities have seldom been better. That's because, as Tom Blunt, a manufacturing consultant from Louisville, puts it: "Employers who automate but take people out of the process are lobotomizing their factories. A human is the cheapest, lightest, totally flexible and reprogrammable machine money can buy." Rockwell International's Allen-Bradley unit, a maker of industrial automation equipment since 1903, is getting more than its money's worth from the 140 technicians who operate its new Electronic Manufacturing Strategy (EMS) production lines. Through the late 1980s, most of the machine tools the company built lacked the smart internal controls that customers wanted. Unless it could leapfrog the competition by building in-house the specialized circuitboards its products lacked, the company would continue to lose market share to nimbler foreign companies. The challenge Allen-Bradley set for itself in developing EMS was formidable. The company offers 50 different product lines, and each would require several different boards of varying size and configuration. No company had ever produced so large a mix of such elaborate componentry in the low volumes needed to customize each finished product to customer specifications. EMS, which went on-line in 1990, met the exacting criteria. But what new kind of worker would it take to go mano a machino with the fearsomely efficient equipment? Answer: one with technical skills unlike any Allen-Bradley had required of its factory hands in the past. Most of the company's hourly production workers assembled simple electrical switches and relays, a repetitive job that required an iron butt to sit at a workbench for eight hours a day but little thinking. Working in EMS would be another story entirely. It demands that the specialist understand how the process operates in its entirety and be able to intervene whenever trouble arises. "Technicians are the doctors of the system," says Larry Yost, the senior vice president for the operations group that developed EMS. "They have to be able to respond to the countless ways the equipment can misalign components or encounter programming glitches." Rather than recruit these specialists from outside, Allen-Bradley decided to retrain volunteers from within its production ranks in the new technical skills. For Larry Hanson, 51, who joined the company out of high school in 1961 as an assembler, the new opportunity was a godsend. For years Hanson hungered to escape the tedium of his factory job, but with a growing family to support he couldn't afford to give up the job he had and move to another company. Hanson had applied for other technical manufacturing openings within Allen- Bradley but was passed up because he lacked the requisite skills. To remedy this deficiency and improve his chances of being accepted into EMS, he enrolled in computer programming courses at a local college. "There was nothing I liked about my job apart from my paycheck. I wasn't going to let anything stand in my way of joining this project," he says. Together with the other volunteers chosen for EMS, Hanson learned on the job how to sequence the flow of circuitboards through the system, spot potential defects in the spacing of components packed as close as 0.02-inch apart, and eliminate the bottlenecks that could slow production. They also spent two days a week after- hours for two years studying college-level algebra and trigonometry, computer programming, and principles of solid-state electronics manufacturing -- a curriculum developed and taught by the nearby Milwaukee School of Engineering and paid for by Allen-Bradley. The training is now continuing in a second two-year program with courses in cost accounting, business strategy, and team-building skills. Says technician Hanson of his new role: "My job is fascinating. There's not a day that doesn't fly by."

-- Technical workers demand recognition. As with most people who take pride in their work, technical specialists value recognition nearly as much as good pay. And today they have more options to get both. Office equipment repair technicians, nurses who provide home health care services, and computer-aided graphic artists and drafters, among many others, are discovering new outlets of career satisfaction by taking jobs in smaller companies whose principal business is to provide technical services. Rather than toil unappreciated for employers who fail to acknowledge the contribution they make, they are enjoying both the opportunity to stretch their abilities and the rewards that come with it in specialized firms. Dixie Williams, a paralegal by training, has accelerated her career from a stall to the fast track by making such a move to a litigation support services firm in Houston called Looney & Co. A 29-year-old Dallas native with the energy of a Texas twister, Williams is a college graduate who earned her paralegal certification by attending school five hours a night, five nights a week, for seven months while holding a full-time day job. Like most paralegals, she hired on with a law firm, in her case an $18,500 a year position -- the going rate in 1987 -- with a prominent Dallas practice. Not long into the job, however, Williams discovered the frustrations that come with being a junior professional in an outfit run by temperamental, big- ego attorneys. She expected to do research, interviewing witnesses, drafting pleadings, or assisting at trial as she was trained to do. Instead, her supervisor, whom Williams calls the "dungeon master," assigned her to a senior partner who gave her stultifying tasks like summarizing depositions and indexing documents. More grating for her was watching the choicer assignments -- ones she felt qualified for -- go to the firm's far-better-paid junior associates, the freshly minted law school graduates whom she derisively refers to as "baby attorneys." Williams's workload and morale improved dramatically after she successfully lobbied to be transferred to a job assisting another partner, who trusted her to take on a bigger role. She was given day-to-day oversight for some of the larger cases the partner supervised but which required only occasional direct involvement by an attorney. She also took it upon herself to learn how to research cases using the new computers the firm began to acquire in the late 1980s. Her new expertise helped win a major lawsuit in 1991, and made her one of the firm's most sought-after paralegals. But by then she recognized her career ceiling at the firm would be too low to contain her tall ambitions. Though she had doubled her initial salary, she saw that pay for the most senior $ paralegals topped out at some $60,000 a year by the time they retired -- about what the "baby attorneys" made to start. Williams's big break came when, in the course of assisting at a deposition, she met Richard Looney, then a court reporter. Looney, too, had seen the potential for applying to legal practice the power of computers and the optical scanner technology that converts text on paper documents into digital form the computers can "read." Few law firms would be able to make sufficient use of the computer technology to warrant the expense of purchasing it. By acquiring the latest equipment and hiring paralegals to use it to do the research that supports the litigation of major cases, he figured that he would be able to sell his company's services directly to insurance companies and other major corporations eager to cut their legal bills. Impressed with Dixie's computer know-how and paralegal skills, Looney hired her. Once aboard with Looney & Co. in 1992, nothing was going to hold Dixie back. She started in the Houston office, training other paralegals in the use of the equipment and in the legal procedures to which it would be applied. Within a year, Looney made her the office manager and put her in charge of hiring all the paralegals -- who now total 30 -- to staff three other offices he had opened throughout Texas. Williams's career switch has not just freed her from the frustrations of dealing with curmudgeonly "dungeon masters." With Looney & Co. revenues growing by some 20% a year to $7.7 million in 1993, she expects that her earnings will soon leave those of the "baby attorneys" in the dust. The new power of the technical work force is not only liberating employees from the monotony of the industrial age, but it is also providing companies with the know-how to alter their destiny -- to make competitive leaps, to break into new markets, and to offer their employees wider horizons and far more opportunity than any generation of workers has encountered before.

CHART: NOT AVAILABLE CREDIT: FORTUNE TABLE/SOURCE: BUREAU OF LABOR STATISTICS CAPTION: HOW THEY'RE GROWING Job growth for technicians will far outpace that for other workers over the coming decade, with paralegals and medical technicians setting the pace.

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5.0%

Software withdrawal: Selected IBM Tivoli System Automation Multiplatforms part numbers | killexams.com real questions and Pass4sure dumps

Effective on January 11, 2006, IBM will withdraw a selected program from marketing for the following program licensed under the IBM International Program License Agreement (IPLA).

Program-model Description

5698-SAL IBM Tivoli(R) System Auto for Multiplatforms V1.2.0Effective on January 11, 2006, IBM will withdraw from marketing the following parts licensed under the IBM IPLA.

Program Part PartProgram name number description number

IBM Tivoli 5698-SAL IBM Tivoli D520XLLSystem Auto Systemfor AutomationMultiplatforms MltpltfV1.2.0 zSeries(R) ProcLic+SW Maint12 Months

IBM Tivoli 5698-SAL IBM Tivoli E00M8LLSystem Auto Systemfor AutomationMultiplatforms MltpltfV1.2.0 zSeries ProcAnnual SWMaint Rnwl

IBM Tivoli 5698-SAL IBM Tivoli D520ZLLSystem Auto Systemfor AutomationMultiplatforms MltpltfV1.2.0 zSeries ProcSW MaintReinstate12 MonthsOn or after that date, you can no longer obtain the withdrawn part numbers directly from IBM. They may be obtained on an as-available basis through IBM authorized remarketers.

Replacement information

Replacement products

None. These IBM zSeries part numbers are no longer required. Customers may order the standard license part numbers.

Replacement parts


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Technical support

Refer to the software support Web site for product support information

http://3.ibm.com/software/support/Technical support is available. The end of support for these products will be announced a minimum of 12 months before the termination.


Tivoli, the e-business logo, and zSeries are registered trademarks of International Business Machines Corporation in the United States or other countries or both.

Other company, product, and service names may be trademarks or service marks of others.

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