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250-422 | Design & Custom. Of HA Solutions for UNIX using VCS 4.1

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250-422 - Design & Custom. Of HA Solutions for UNIX using VCS 4.1 - braindump

Vendor Symantec
Exam Number 250-422
Exam Name Design & Custom. Of HA Solutions for UNIX using VCS 4.1
Questions 110 Q & A
Recent Update February 14, 2019
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250-422 exam Dumps Source : Design & Custom. Of HA Solutions for UNIX using VCS 4.1

Test Code : 250-422
Test Name : Design & Custom. Of HA Solutions for UNIX using VCS 4.1
Vendor Name : Symantec
Q&A : 110 Real Questions

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Symantec Design

inside Symantec’s Tech Transformation | killexams.com Real Questions and Pass4sure dumps

The story of Symantec’s fresh transformation begins with a strategic aspiration: to position the enterprise as a massive disruptor in its chosen sector of cybersecurity. Over the span of 5 years, the enterprise went through two principal divestitures, selling Veritas to a non-public equity group in 2016, and web site security to DigiCert in 2017. The company additionally made two colossal acquisitions, Blue Coat in 2016 and LifeLock in 2017, followed by means of three smaller ones. Symantec then initiated two intensive rounds of restructuring that covered reducing head count, which laid the groundwork for a subsequent wave of boom.

In doing all this, the company reoriented its goal. It went from selling business software to featuring the world’s main cybersecurity platforms for each patrons and international firms, and shifted enterprise fashions from product orientation to subscription-based. The business also went via a deeply felt cultural change, together with a brand new emphasis on variety at the excellent administration stage. lastly, Symantec changed CEOs twice, finding solid floor with Blue Coat alumnus Greg Clark on the helm.

Symantec chief guidance officer Sheila Jordan performed — and continues to play — a pivotal role overseeing the redecorate and consolidation of the business’s technological infrastructure. Jordan joined Symantec in 2014, quickly after the initiative all started. Jordan previously served as a senior vice chairman at Cisco methods and Disney, now not just in IT however also in finance, supporting revenue and advertising. Her technical expertise and enthusiastic, be counted-of-reality strategy to simplifying the company’s digital technology became a mannequin for Symantec’s valued clientele. She’s additionally certainly one of Silicon Valley’s most famous feminine executives, in part because of her potential to spot traits in the trade, and reside ahead of the curve.

method+company caught up with Jordan in her Mountain View, Calif., workplace to focus on Symantec’s transformation and the changes taking area in Silicon Valley these days.

S+B: How would you describe your position in Symantec’s transformation?JORDAN: i was hired again in 2014 to carry information technology back in-condominium from a old outsourced model and to build a world-category IT firm. I knew that might be a big challenge, and that i concept it would be loads of enjoyable. at the moment, I had no concept that the whole enterprise was about to exchange.

Then got here the Veritas separation. A divestiture of this form is greatly more advanced than an acquisition. We have been becoming two separate agencies with our own independent ecosystems of techniques and methods: WANs, LANs, websites, records facilities and labs, enterprise aid planning (ERP) methods, purposes, laptops, and cellular contraptions. everything needed to be split apart, including the entire facts. We determined to do it in a complete method, to take this chance to start cleaning up methods and simplifying every thing.

In 2016, with the Blue Coat acquisition, we made a similar choice. We might have simply jammed both corporations collectively, with many legacy and redundant applications running at the same time as. instead, we chose to simplify.

We strategically converted each aspect of the company and took the chance to feel tactically and long-time period. This resulted in a few accomplishments, together with consolidating into one customer relationship management equipment. we are presently one release faraway from consolidating distinct ERPs into one ERP; transforming our enterprise techniques and eliminating product SKUs; and streamlining our distribution channels and techniques to make doing business with Symantec simpler.

S+B: What had to turn up inner the enterprise to make the transformation be successful?JORDAN: americans discuss “digital transformations” as if they have been all about know-how. in the grand scheme of things, the know-how is the easy part. more importantly, you deserve to center of attention on improving your customers’ journey in buying your products and functions. as an example, considering the fact that your consumers use cell contraptions, your software interfaces ought to be as mobile-oriented as your clients are. At Symantec, we focused on four elements: pace, alignment, strategic decisions, and communique.

S+B: Let’s take these in order. What does specializing in velocity and alignment mean in practice?JORDAN: We’ve develop into a whole lot faster and extra aligned at Symantec. through this alignment, we had been able to enhance a plan that built-in six organizations and divested two. Between April 2017 and November 2018, we went through eight essential software releases, which included giant changes to ERP, CRM, and foundational information and reporting programs, with minimal company disruption. here's remarkable in the ERP world. each and every major release covered a regular of 24 different capabilities, from marketing to engineering to finance. This equates to almost a free up each other month. We used an agile approach, with building, integration, and consumer acceptance all going on concurrently. because of the enterprise and IT alignment, the best of each and every unlock became exceptional.

We used equivalent how to construct our international subscription platform, which is the platform used to promote our cloud SaaS [software-as-a-service] products. To enhance velocity and ease, we modeled our person interface on the Amazon adventure: in barely a few clicks your order is completed.

consumers and companions want a seamless journey. They don’t are looking to see inner organizational handoffs. assisting the business articulate the customer journey has [given us] a compelling way to believe horizontally, and from a consumer lens, versus a purposeful view.

We introduced IT, the enterprise devices, and the different features in sync. for instance, when we realized we couldn’t get every thing finished within the April ERP device release, we determined to push some points to may additionally. This meant the corporations would need to take in a guide technique for a brief duration of time. They agreed to this in enhance as a result of all of us shared our expectations up entrance and we spent a fair period of time on communique.

i am also super happy with the manner our engineering, advertising, and IT groups work collectively. For the world subscription platform, engineering owns the common cloud, the place the security SaaS items get provisioned. marketing owns the navigation, user experience, and content on the web site for our direct small- and medium-enterprise shoppers. IT owns the ordering and money programs — and naturally, connects the complete platform collectively. but all of us personal and are in charge for the total experience.

In that context, i really like that IT americans are naturally systemic procedure thinkers; we see horizontally. We know how customers adventure the business. we can add value in broader corporations through stating duplications, gaps, and dependencies.

massive decisions and communication

S+B: You stated an extra element become “strategic choices.” What does that suggest?JORDAN: i used to be regarding the way we organized the design and implementation of the transformation pastime. There are two councils. every different Friday, a program council that oversees the particulars of the trade system meets for 2 hours to move through enterprise and IT issues. Then, main strategic choices are mentioned once a month by a greater senior group: the software board. This board contains the CEO and business unit general managers. during these sessions, we have changed our pricing structure for small groups, rethought our channel approach, and simplified our product offerings.

S+B: How do you're making the councils work?JORDAN: We set expectations through the means we work. Flawless execution is not optional for us. It’s necessary. We’re all in this collectively, and we’re all responsible.

for example, we realized to have a good time what we name “reds.” These are the concerns that individuals can’t solve on their own and have to deliver up on the program councils. during the past, individuals weren’t comfortable announcing, “I’m pink this week.” They didn’t desire their colleagues to know. We have been not leveraging the power of the room and our colleagues.

We created an atmosphere the place it feels protected to walk right into a council meeting and say, “I’m crimson.” It just means that you are astray and could need the room’s assist, even if it’s a trade-off with a colleague or sometimes the aid of the exact administration crew, to get back heading in the right direction. surroundings that tone relieves power and stress, raises accountability, hurries up direction corrections, and sets expectations along the way.

here is the place mutual have faith and respect among teams are essential. i will say at a software meeting, “i will be able to’t get that executed for this unlock; it’s not possible.” Or, “My team says we checked out it 12 alternative ways, and it won’t work this time.” but then i can present to put it within the next free up and ask them, “What are the implications for you as a result of this decision?” and comprehend they’ll reply candidly. That sort of alternate-off and negotiation is impressive. I’ve labored on transformation and integration for two years, and that i truthfully don’t feel there’s been one dramatic second. There have been many match debates, but it hasn’t develop into bad, with pointing fingers or a blame video game. This way of life has allowed us to be so a hit. we are using our essential components and mental power to remedy real consumers concerns and real company issues.  

S+B: What about the fourth factor you mentioned: verbal exchange?JORDAN: i will’t articulate ample how critical well-known and relevant conversation is. trade inevitably ends up in concern and uncertainty. The employees need many snippets of communication, besides the fact that the leaders don’t have all the solutions. We need to reassure individuals, “it’s ok” or “we’ll get this.” After becoming a member of Symantec and constructing a world-classification IT crew with a whole bunch of participants everywhere, I all started publishing an inside weekly blog — simply a couple of paragraphs of important movements or tasks, cognizance, calls to action, and news. I think I’ve missed 4 weeks in four years. on every occasion I missed it, I immediately heard from my personnel, “where is the weblog?” people need to hear what’s occurring. In an oblique manner i am making a neighborhood in the IT company. Infrastructure wants to grasp what's happening within the application house and vice versa. employees like to recognize their job is important, and it’s up to leaders to clarify how it all fits collectively.

Bringing Cultures together

S+B: What become the cultural alternate at Symantec like out of your perspective?JORDAN: It [has been] big. 4 years ago, I probably would have observed, “lifestyle is critical. but it’s now not important.” today, I feel work on way of life is vital. Our company mission is to offer protection to the area. any person within the business can lean in in opposition t that statement; it’s empowering, but you even have to set desires and be clear on the way you are going to satisfy that mission.

S+B: What different cultural concerns did you have got?JORDAN: With acquisitions, you have got distinct cultures to combine, like having a blended household. Symantec, Norton, Blue Coat, and LifeLock all had diverse cultures. It’s vital to take the time to set up the “new lifestyle” that takes the best of the most advantageous from each and every acquisition. This takes time, so it’s essential to focal point on the work that can be executed automatically. if you’re equipped as it should be, and you create a blend of the personnel from diverse agencies, you become with a diverse crew and a culture with distinctive perspectives and experiences. might be it’s the character of IT, with a significant demand and volume of labor, or how the teams were geared up, but in our case, almost overnight, it grew to become irrelevant the place a person came from.

What mattered become that we confirmed up as a cohesive IT company, solving Symantec’s complex complications and dealing toward improving effectivity for our valued clientele, companions, and personnel. The work will kind the way of life, primarily in case you all feel such as you’re in the equal boat, and it will force the level of admire, have confidence, and credibility greater.

S+B: if you needed to recommend a company going via similar alterations, is there the rest noteworthy you’d inform them about the transformation method that you simply haven’t mentioned?JORDAN: rejoice successes, frequently. We managed the restructuring and acquisition while concurrently running the business, with quarter-ends, financial closes, and all the average calls for on IT to run and function a multibillion-dollar business. The event is lengthy, and people believe they’ll rejoice when it’s carried out. but you’re not ever basically accomplished. It’s going to be continual change forever. Take time along how to make americans think identified and valued. present in your price range celebrations or arrange a neighborhood experience. a good way to give them the motivation and concept to continue.

feminine leadership in technology

S+B: You’re one of the crucial favorite girls in Silicon Valley, at a time when many tech businesses are trying to increase their share of feminine executives. How does this difficulty come up at Symantec?JORDAN: Our range initiative is a large precedence for our CEO, Greg Clark. It’s crucial to see male CEOs take this critically. They’re those who must lead when we birth to change deeply held pondering and biases. [Clark is active in CEO Action for Diversity and Inclusion, a coalition of business leaders launched in 2017 to address these issues more effectively. Tim Ryan, PwC’s U.S. chair, is the chair of the group’s steering committee.] Our CHRO, Amy Cappellanti-Wolf, is also super-obsessed with this.

S+B: what is driving this trade? Why now?JORDAN: One element, of direction, is the broadening attention of range considerations within the tech industry. The more youthful generation is additionally forcing change. Millennials consider about variety in another way; they grew up going to faculty with people from distinctive geographies and ethnicities, in addition to moving gender norms and expectations. As we convey that intellect-set into our businesses, it ends up in a reverse mentoring for the relaxation of us. The millennials are instructing us what it looks like to not have ingrained biases towards different businesses, and that i love that.

right now, women make up 26 percent of the world workforce at Symantec, which is above typical for the industry. based on Steve Morgan of Cybersecurity Ventures, ladies represent 20 % of the global cybersecurity workforce and [that proportion] continues to grow.

additional, our most fresh set of summer interns had been 60 p.c women. That’s a great deal stronger, however nevertheless now not respectable ample.

S+B: Is the gender challenge different in expertise than in other industries?JORDAN: it's, simply because the percentage of guys is so a lot greater. when I seek advice from our banking or retail consumers, for instance, there are more ladies in every single place, in any respect degrees of the firm. Of direction, in pretty much any enterprise, the higher you go within the hierarchy, the decrease the percent of girls tends to be.

S+B: Do you feel that’s altering now?JORDAN: I’ve studied this for years. although some women stop advancing in their careers when they hit personal lifestyles movements, whether it’s having children or caring for getting old fogeys, many proceed to face challenges round lack of mentorship, limited entry to chance, or emotions of isolation. We need to create ways for individuals to work that suit life’s challenges and simultaneously open up a chance. once again, millennials set an instance. they're starting to be up in a global the place every thing is a carrier. they could get whatever they want: software, meals, gas, a experience, clothes. They click on and it’s there. quick-forward 10 years, and we’ll possibly have an open marketplace of labor assignments based mostly only on benefit. I’ll tackle a mission that looks enjoyable for one company; after which do an additional task for a unique business. In that context, possibly women could have stronger access to opportunity, will experience much less bias, and won’t opt out on the rate they are today.

S+B: Does having a greater feminine presence make a change in the means a company handles a change?JORDAN: You regularly study that it does, since it is declared that women are typically greater empathetic than guys. but that may be a stereotype. To power transformation, you need different thinking, even with age, gender, ethnic history, sexual orientation, or some other certain features.

What matters most is the job we should do. i am the CIO for Symantec. I don’t disguise my id as a girl; I put on attire, earrings, and makeup, and i actually can in my opinion relate to the constant challenges of a working mother with young babies. youngsters, the indisputable fact that I’m a female doesn’t motivate any of my selections as CIO.

The future of Cybersecurity

S+B: How would you describe the influence of Symantec’s transformation?JORDAN: Symantec now has two strategic company units. Our enterprise enterprise strategy is in keeping with Symantec’s integrated cyber-defense platform. On the client side, with the acquisition of LifeLock, we’ve based ways for americans to independently give protection to their identities and their privateness. We simply added Norton privacy manager, an app that helps patrons consider and take manage of their privacy and offer protection to themselves online. We live in a brand new digital world where people are continually sharing their own counsel, and that assistance might be mined for earnings. through this app, we present our shoppers ways to give protection to their information and their privateness, for themselves and their families.

The pleasing a part of our approach is that it addresses the ancient fragmentation of the security business. Many CSOs have said that they’re loaded up on protection tools in their atmosphere. basically, our contemporary cyber web probability security document (ITSR) indicated that on regular — in a big commercial enterprise company — there are between 65 and eighty five safety tools. Eighty-five equipment! Now that’s rather fragmented. I consider Symantec is perfectly located to eliminate that complexity and increase effectivity by supplying our built-in cyber-defense platform. finances-clever, this carrier usually lowers costs for our customers — it’s less demanding technically and it saves them funds.

We also recognize that consumer and enterprise protection are interrelated. If individual employees develop into extra privy to protection considerations and stroll in the door greater secured, with less possibility of compromise, that makes the job of any CIO more convenient.

S+B: How do you song the external tendencies when it comes to threats?JORDAN: Symantec operates the realm’s largest civilian threat intelligence community, and probably the most comprehensive collections of cybersecurity risk options. We also have thousands of engineers in the organization, including those working at once on the products, who are engaged in chance intelligence. Symantec is responsible for seeing and detecting issues before any one else does, and we’re using that intelligence to warn others.

Cybercriminals have become smarter. If regularly occurring cybersecurity is like locking the entrance door of your domestic, they’re discovering ways to are available the facet door, a window, or a crack in the molding. and they’re regularly lingering undetected and hanging out, just observing. You don’t even recognize they’re inside until they act.

Cyber products now should have a major volume of synthetic intelligence and computer researching built in. They must go to new lengths to protect essentially the most delicate records of an enterprise, comparable to fee card business [PCI] information, credit card advice, and now — with GDPR [General Data Protection Regulation] in effect — privateness facts. In previous times, a security operations middle analyst used to analyze the information logs after a breach, looking for clues. nowadays, we should get at that needle in the haystack tons greater quickly.

S+B: How should still good management be considering these concerns?JORDAN: safety represents a big chance to any enterprise. We’ve considered all too many circumstances where, if it’s now not managed smartly, it could possibly have harmful implications. “Are we cozy?” is a simple question. The reply is extraordinarily complicated. for example, how do you make certain each worker is security conscious? What are you doing to avoid a person from by chance leaving a laptop within the incorrect region?

“when you repair your cybersecurity, you’re well-nigh cleaning condo; you now comprehend your infrastructure, applications, and facts much more advantageous.”

In widespread, boards should spend greater time speakme about protection. In many ways, it is as critical because the financials of a corporation. The security posture may still not be delegated to a subcommittee. each member of the board in reality needs to take into account the security posture of their enterprise. on the C-suite level, cybersecurity is commonly assigned to the CIO or chief protection officer, however the accountability of protection has to be broader. safety is a business method. just as with other company recommendations, you have to trust government alignment, technique, coverage, conversation, and, of direction, know-how.

It’s now not virtually insurance policy. there's a value and efficiency play concerned. Your legacy servers and techniques may additionally get used best once a quarter, but they sit down there day by day and not using a monitoring, proposing another method for bad guys to enter. when you fix your cybersecurity, you’re pretty much cleaning apartment; you now comprehend your infrastructure, purposes, and facts tons improved. that you may design your systems from the ground up to be more security aware, resilient, and less difficult to use.

  • Amity Millhiser is vice chair of PwC and chief purchasers officer of PwC US. She is based mostly in Silicon Valley.
  • art Kleiner is editor-in-chief of approach+company.

  • Symantec stories Fiscal Third Quarter 2019 consequences | killexams.com Real Questions and Pass4sure dumps

    MOUNTAIN VIEW, Calif.--(company WIRE)--Symantec Corp. (NASDAQ: SYMC) nowadays pronounced results for its third quarter fiscal year 2019 ended December 28, 2018.

    “Our built-in structures with ideal-in-category options for both customer and organisations drove continued adoption within the third quarter,” referred to Greg Clark, Symantec President and CEO. “We performed working effects in line or above information, while delivering powerful cash movement from operations. organisations recognize the superior insurance policy, go-product integration and the lower typical cost of possession of our built-in Cyber defense platform. Our customer Digital security platform, built across the core tenets of Malware, identification insurance policy and privateness are resonating with buyers, riding expanded retention prices and client digital protection adoption. in response to the outperformance of business security income within the third quarter, we're elevating our revenue and EPS counsel for the remainder of fiscal yr 2019. we're additionally completely satisfied to announce that in the fourth quarter, the Board of administrators has approved a rise to our latest share repurchase authorization to $1.3 billion.”

    To assist readers remember our past monetary performance and our future results, we supplement the fiscal results that we give in accordance with commonly accepted accounting principles, or GAAP, with non-GAAP economic measures. The methods we use to supply non-GAAP consequences aren't in line with GAAP and might vary from the methods used via other corporations. additional information related to our non-GAAP measures are offered beneath.

    Third Quarter Fiscal 2019 fiscal Highlights

  • GAAP income turned into $1.211 billion, non-GAAP salary become $1.218 billion
  • GAAP working margin of 14%, non-GAAP working margin of 32%
  • GAAP diluted EPS was $0.10, non-GAAP diluted EPS became $0.44
  • money flow from operating actions of $377 million
  • Fourth Quarter and monetary yr 2019 tips

        Fourth Quarter Fiscal 2019   GAAP   Non-GAAP earnings   $1,185M - $1,215M   $1,190M - $1,220M working Margin   9% - 10%   30% EPS (Diluted)   $0.06 - $0.10   $0.37 - $0.forty one Fiscal yr 2019 income   $four,730M - $4,760M   $4,760M - $four,790M working Margin   8%   30% EPS (Diluted)   $0.06 - $0.10   $1.fifty seven - $1.61  

    Symantec's Board of administrators has declared a quarterly money dividend of $0.075 per commonplace share to be paid on March 13, 2019, to all shareholders of listing as of the close of company on February 19, 2019.

    For additional details related to Symantec’s results and outlook, please see the Supplemental suggestions on the investor family members web page of our web page at: http://www.symantec.com/invest.

    Appointment of Chief Accounting Officer

    The enterprise announced that its Board of administrators appointed Matthew Brown, who's at the moment its vice president, Finance and company Controller, to the position of vice chairman, Finance and Chief Accounting Officer, useful instantly.

    Mr. Brown joined the enterprise as vice president, Finance in August 2016 following the company’s acquisition of Blue Coat, where he had served when you consider that October 2015, most recently as vice chairman, corporate Controller. prior to now, he served in various positions at NETGEAR, a pc networking hardware enterprise, from 2010 to October 2015, most lately as Senior Director, Assistant Controller.

    convention name

    Symantec has scheduled a convention demand 5:00 p.m. ET / 2:00 p.m. PT nowadays to talk about its effects for its third quarter fiscal year 2019 ended December 28, 2018 and to evaluate counsel. fascinated events can also entry the conference call via Symantec’s Investor members of the family site at http://investor.symantec.com/investor-family members/routine-calendar/. For cell access to the convention, name (877) 475-6198 inside the united states or (970) 297-2372 from backyard the united states. Please name quarter-hour early and give the operator conference identification number 3061497.

    A replay and our prepared remarks will be accessible on the investor members of the family home web page presently after the call is achieved.

    About Symantec

    Symantec organisation (NASDAQ: SYMC), the realm’s main cyber safety enterprise, helps corporations, governments and people secure their most essential facts at any place it lives. groups across the world seem to be to Symantec for strategic, integrated options to protect against refined assaults throughout endpoints, cloud and infrastructure. Likewise, a global group of greater than 50 million individuals and families rely on Symantec’s Norton and LifeLock product suites to protect their digital lives at domestic and across their devices. Symantec operates one of the vital world’s greatest civilian cyber intelligence networks, allowing it to see and protect against essentially the most advanced threats. For additional info, please discuss with www.symantec.com or join with us on fb, Twitter, and LinkedIn.

    notice TO EDITORS: if you'd like additional info on Symantec enterprise and its items, please seek advice from the Symantec news Room at http://www.symantec.com/information. All prices noted are in U.S. greenbacks and are valid simplest in the united states.

    Symantec, the Symantec logo and the Checkmark logo are logos or registered trademarks of Symantec corporation or its associates in the U.S. and different countries. other names may well be logos of their respective house owners.

    ahead-searching Statements: This press free up includes statements which may be regarded ahead-searching inside the which means of the U.S. federal securities legal guidelines, including the counsel contained under the caption “Fourth Quarter and financial year 2019 suggestions” and the statements involving Symantec’s deliberate money dividend, as well as other projected economic and company consequences, together with demand for its items and capabilities, Symantec’s better capabilities, and Symantec’s persevered charge and operating efficiencies. These statements are discipline to commonly used and unknown dangers, uncertainties and different factors that can cause our genuine outcomes, levels of recreation, efficiency or achievements to differ materially from consequences expressed or implied during this press release. Such chance elements encompass these regarding: well-known enterprise and economic circumstances; our skill to integrate received groups and realize the anticipated benefits of the acquisitions; matters bobbing up out of our achieved Audit Committee investigation and the continuing U.S. Securities and exchange commission investigation; fluctuations and volatility in Symantec’s stock rate; the means of Symantec to efficiently execute strategic plans; the ability to keep client and partner relationships; the potential of Symantec to obtain its can charge and working effectivity goals; the anticipated growth of definite market segments; Symantec’s income pipeline and company method; fluctuations in tax prices and overseas foreign money alternate prices and the impact of any tax reform law; the affect concerning Symantec’s adoption of the brand new income accounting normal and future adoption of alternative accounting standards; the timing and market acceptance of recent product releases and improvements; and the successful building of recent items and the degree to which these items profit market acceptance. precise effects can also range materially from those contained in the forward-looking statements in this press liberate. Symantec assumes no duty, and doesn't intend, to replace these forward-searching statements as a result of future routine or developments. additional information concerning these and other possibility components is contained in the risk factors sections of Symantec’s most recent stories on form 10-ok and form 10-Q.

    USE OF NON-GAAP fiscal information: We use non-GAAP measures of adjusted revenues, operating margin, net revenue and earnings per share, which are adjusted from consequences in response to GAAP to include definite purchase accounting changes and exclude certain fees, gains and losses. moreover, we provide the non-GAAP metric of implied billings. These non-GAAP monetary measures are offered to enhance the consumer’s knowing of our previous monetary efficiency and our potentialities for the longer term. Our management crew uses these non-GAAP fiscal measures in assessing Symantec’s efficiency, as well as in planning and forecasting future periods. These non-GAAP financial measures are not computed in accordance with GAAP and the strategies we use to compute them may range from the methods used by other organizations. Non-GAAP financial measures are supplemental, may still not be considered a substitute for financial counsel introduced according to GAAP and should be examine handiest together with our consolidated monetary statements prepared in line with GAAP. Readers are encouraged to overview the reconciliation of our non-GAAP monetary measures to the comparable GAAP effects, which is connected to our quarterly income free up and which will also be discovered, along with other fiscal guidance together with Supplemental tips, on the investor members of the family web page of our web site at: http://www.symantec.com/invest.

       

    SYMANTEC CORPORATIONCondensed Consolidated balance Sheets (1)(In thousands and thousands, unaudited)

      December 28, 2018 March 30, 2018 (2)   property latest belongings: money and cash equivalents $ 2,309 $ 1,774 brief-time period investments 270 388 bills receivable, net 723 809 different present belongings   422   522 total latest property 3,724 three,493 Property and device, net 791 778 Intangible belongings, web 2,329 2,643 Goodwill eight,344 8,319 other long-term assets   1,268   526 total assets $ sixteen,456 $ 15,759   LIABILITIES AND STOCKHOLDERS' fairness latest liabilities: bills payable $ 201 $ 168 amassed compensation and benefits 226 262 existing portion of lengthy-term debt 598 - Contract liabilities (three) 2,214 2,368 other existing liabilities   404   372 total current liabilities 3,643 3,a hundred and seventy lengthy-term debt 4,447 5,026 long-term contract liabilities (three) 701 735 Deferred profits tax liabilities 626 592 long-term profits taxes payable 1,055 1,126 different lengthy-time period liabilities   78   87 total liabilities 10,550 10,736 complete stockholders' equity   5,906   5,023 total liabilities and stockholders' fairness $ sixteen,456 $ 15,759   (1) We adopted the brand new income attention accounting regular (ASC 606) on a modified retrospective foundation all over Q1 FY19. The results for Q3 FY19 and the primary nine months in FY19 are introduced under the brand new profits recognition accounting general, whereas prior duration quantities are not adjusted and continue to be suggested under the prior salary cognizance accounting regular (ASC 605). (2) Derived from audited consolidated fiscal statements. (three) as a result of the brand new income awareness accounting usual (ASC 606), quantities we have prior to now referred to as deferred profits are actually called contract liabilities, which encompass the whole of what is now recognized as deferred income and client deposit liabilities in all schedules all the way through this doc.    

    SYMANTEC CORPORATIONCondensed Consolidated Statements of Operations (1)(In thousands and thousands, except per share records, unaudited)

            Three Months Ended nine Months Ended December 28, 2018 December 29, 2017 December 28, 2018 December 29, 2017   web revenues $ 1,211 $ 1,209 $ 3,542 $ 3,624 cost of revenues   266     249     771     768   Gross profit 945 960 2,771 2,856 operating expenses: earnings and advertising and marketing 364 372 1,a hundred and fifteen 1,239 research and construction 209 225 677 699 universal and administrative ninety eight 122 345 431 Amortization of intangible assets fifty two 52 156 166 Restructuring, transition and different expenses   53     ninety three     205     278   total working costs   776     864     2,498     2,813   working income 169 96 273 43 interest cost (fifty three ) (fifty eight ) (157 ) (199 ) benefit on divestiture - 658 - 658 different income (price), internet   (19 )   9     (60 )   -   profits from carrying on with operations before revenue taxes ninety seven 705 56 502 earnings tax expense (benefit)   38     (606 )   70     (683 ) income (loss) from continuing operations fifty nine 1,311 (14 ) 1,185 salary from discontinued operations, internet of earnings taxes   6     31     eleven     12   web earnings (loss) $ sixty five   $ 1,342   $ (three ) $ 1,197     revenue (loss) per share – primary: carrying on with operations $ 0.09 $ 2.12 $ (0.02 ) $ 1.ninety three Discontinued operations $ 0.01 $ 0.05 $ 0.02 $ 0.02 web income (loss) per share – fundamental $ 0.10 $ 2.17 $ (0.00 ) $ 1.ninety five salary (loss) per share – diluted: continuing operations $ 0.09 $ 1.ninety seven $ (0.02 ) $ 1.78 Discontinued operations $ 0.01 $ 0.05 $ 0.02 $ 0.02 net earnings (loss) per share – diluted (2) $ 0.10 $ 2.01 $ (0.00 ) $ 1.eighty   Weighted-typical shares surprising – fundamental 637 619 631 614 Weighted-normal shares miraculous – diluted 655 667 631 665   (1) We adopted the brand new earnings consciousness accounting regular (ASC 606) on a modified retrospective basis all through Q1 FY19. The consequences for Q3 FY19 and the primary nine months in FY19 are presented below the brand new revenue focus accounting ordinary, whereas prior length amounts are not adjusted and proceed to be mentioned under the prior salary attention accounting average (ASC 605). (2) net salary per share can also not add as a result of rounding.           SYMANTEC CORPORATIONCondensed Consolidated Statements of cash Flows(In hundreds of thousands, unaudited)   Three Months Ended 9 Months Ended December 28, 2018 December 29, 2017 (1) December 28, 2018 December 29, 2017   operating activities: internet income (loss) $ sixty five $ 1,342 $ (three ) $ 1,197 earnings from discontinued operations, internet of profits taxes (6 ) (31 ) (11 ) (12 ) changes: Amortization and depreciation 152 157 457 485 Impairment of long-lived belongings 1 27 8 47 inventory-based mostly compensation fee fifty five 125 265 448 Deferred income taxes (21 ) (1,632 ) (18 ) (1,821 ) benefit on divestiture - (658 ) - (658 ) other 34 5 fifty two 37 exchange in operating assets and liabilities, web of acquisitions and divestiture: debts receivable, web (189 ) (153 ) 97 (38 ) accounts payable forty seven (15 ) 35 5 amassed compensation and advantages fifty five 22 (26 ) (fifty three ) Contract liabilities 181 214 70 187 income taxes payable 50 924 (17 ) 954 other belongings (fifty four ) (three ) 1 (12 ) different liabilities   7     (64 )   38     (85 ) web money offered by means of continuing working activities 377 260 948 681 net cash offered by way of discontinued operating actions   -     34     -     three   web money offered by using operating activities   377     294     948     684   INVESTING activities: Additions to property and machine (58 ) (33 ) (153 ) (a hundred and five ) payments for acquisitions, web of money obtained (24 ) (forty one ) (41 ) (402 ) Proceeds from maturities and revenue of brief-term investments 20 25 119 25 buy of brief-term investments - (207 ) - (408 ) Proceeds from divestiture, internet of cash contributed - 946 - 946 Proceeds from sale of property 26 - 26 - different   (5 )   (20 )   (12 )   (20 ) internet cash provided with the aid of (used in) investing activities   (41 )   670     (61 )   36   FINANCING actions: Repayments of debt - (630 ) - (2,640 ) web proceeds from income of ordinary stock under worker stock incentive plans 2 9 8 83 Tax funds involving limited stock contraptions (115 ) (14 ) (168 ) (97 ) Dividends and dividend equivalents paid (59 ) (forty nine ) (169 ) (163 ) fee for dissenting shareholder agreement   -     -     -     (sixty eight ) net cash used in financing activities (172 ) (684 ) (329 ) (2,885 ) effect of change cost fluctuations on money and money equivalents   (2 )   26     (23 )   60   trade in cash and money equivalents 162 306 535 (2,one hundred and five ) beginning money and cash equivalents (including cash and cash equivalents held for sale)   2,147     1,836     1,774       4,247   Ending cash and money equivalents $ 2,309   $ 2,142   $ 2,309   $ 2,142     (1) The have an impact on of assets and liabilities reclassified as held on the market all over the period turned into not considered in the alterations in working assets and liabilities inside money flows from operating actions.      

    SYMANTEC CORPORATIONReconciliation of selected GAAP Measures to Non-GAAP Measures (1) (2)(greenbacks in millions, apart from per share records, unaudited)

      Three Months Ended December 28, 2018 December 29, 2017   internet revenues $ 1,211 $ 1,209 Contract liabilities reasonable price adjustment   7     25   net revenues (Non-GAAP) $ 1,218   $ 1,234     operating revenue $ 169 $ 96 Contract liabilities reasonable price adjustment 7 25 stock-primarily based compensation fifty five one hundred twenty five Amortization of intangible assets 111 111 Restructuring, transition and different costs 53 ninety three Acquisition-linked prices   -     13   working salary (Non-GAAP) $ 395   $ 463     working margin 14 % eight % working margin (Non-GAAP) 32 % 38 %   internet revenue $ 65 $ 1,342 adjustments to income from continuing operations: Contract liabilities fair price adjustment 7 25 stock-primarily based compensation 55 125 Amortization of intangible property 111 111 Restructuring, transition and different fees 53 ninety three Acquisition-linked fees - 13 Non-money hobby price 7 9 profit on divestiture - (658 ) Loss from fairness activity 24 - salary tax reform - (810 ) different revenue tax consequences and alterations   (31 )   109   complete adjustment from continuing operations 226 (983 ) complete adjustment from discontinued operations   (6 )   (31 ) web earnings (Non-GAAP) $ 285   $ 328     Diluted internet profits per share (three) $ 0.10 $ 2.01 changes to diluted internet revenue per share Contract liabilities fair cost adjustment 0.01 0.04 inventory-based compensation 0.08 0.19 Amortization of intangible property 0.17 0.17 Restructuring, transition and other expenses 0.08 0.14 Acquisition-linked expenses - 0.02 Non-money activity rate 0.01 0.01 profit on divestiture - (0.ninety nine ) Loss from equity hobby 0.04 - salary tax reform - (1.21 ) different earnings tax consequences and alterations   (0.05 )   0.16   complete adjustment from carrying on with operations 0.35 (1.47 ) complete adjustment from discontinued operations   (0.01 )   (0.05 ) Diluted web profits per share (Non-GAAP) $ 0.44   $ 0.forty nine     Diluted weighted-commonplace shares astonishing 655 667   (1) This presentation includes non-GAAP measures. Non-GAAP fiscal measures are supplemental and may now not be considered an alternative to economic assistance introduced in response to GAAP. For a detailed clarification of those non-GAAP measures, please see Appendix A. (2) We adopted the new income attention accounting typical (ASC 606) on a modified retrospective groundwork all through Q1 FY19. The consequences for Q3 FY19 and the first nine months in FY19 are presented below the brand new revenue attention accounting typical, while prior period quantities aren't adjusted and proceed to be said below the prior salary attention accounting commonplace (ASC 605). (3) internet salary per share amounts might also now not add as a result of rounding.       SYMANTEC CORPORATIONReconciliation of GAAP profits to Non-GAAP Implied Billings (1) (2)(In millions, unaudited)   Three Months Ended December 28, 2018 December 29, 2017   complete company Implied Billings (Non-GAAP)

    complete earnings

    $ 1,211 $ 1,209 Add: Contract liabilities (end of length) 2,915 2,730 less: Contract liabilities (beginning of duration) (2,746 ) (2,514 ) other Contract liabilities alterations (three)   four     three   Implied billings (Non-GAAP) $ 1,384   $ 1,428     enterprise security Implied Billings (Non-GAAP) complete revenue $ 609 $ 625 Add: Contract liabilities (conclusion of length) 1,876 1,685 less: Contract liabilities (beginning of period) (1,717 ) (1,484 ) other Contract liabilities adjustments (3)   four     three   Implied billings (Non-GAAP) $ 772   $ 829     purchaser Digital safeguard Implied Billings (Non-GAAP) complete profits $ 602 $ 584 Add: Contract liabilities (conclusion of period) 1,039 1,045 much less: Contract liabilities (beginning of period)   (1,029 )   (1,030 ) Implied billings (Non-GAAP) $ 612   $ 599     (1) This presentation comprises non-GAAP measures. Non-GAAP fiscal measures are supplemental and should not be regarded an alternative to financial suggestions introduced based on GAAP. For a detailed explanation of those non-GAAP measures, please see Appendix A. (2) We adopted the brand new salary attention accounting ordinary (ASC 606) on a modified retrospective basis during Q1 FY19. The outcomes for Q3 FY19 and the first 9 months in FY19 are introduced beneath the brand new earnings consciousness accounting regular, while prior period quantities aren't adjusted and continue to be pronounced beneath the prior salary cognizance accounting typical (ASC 605). (three) other contract liabilities adjustments consist of the change in contract liabilities concerning Veritas discontinued operations.     SYMANTEC CORPORATIONGuidance and Reconciliation of GAAP to Non-GAAP income, operating salary and EPS (1) (2)(greenbacks in thousands and thousands, apart from per share facts, unaudited)     Fourth Quarter Fiscal yr 2019   salary suggestions GAAP revenue latitude $1,185 - $1,215 Adjustment: Contract liabilities reasonable value adjustment

     

    $5

    Non-GAAP income range $1,one hundred ninety - $1,220   operating Margin suggestions and Reconciliation GAAP working margin 9% - 10% alterations: Contract liabilities reasonable value adjustment

     

    0%

    inventory-based compensation

     

    7%

    Amortization of intangible assets

     

    9%

    Restructuring, transition and different costs

     

    3%

    different

     

    1%

    Non-GAAP operating margin

     

    30%

      revenue Per Share assistance and Reconciliation GAAP diluted income per share range (three) $0.06 - $0.10 adjustments: Contract liabilities reasonable price adjustment

     

    $0.01

    inventory-based compensation

     

    $0.13

    Amortization of intangible assets

     

    $0.17

    Restructuring, transition and different fees

     

    $0.06

    different

     

    $0.01

    profits tax outcomes and alterations

     

    ($0.08)

    Non-GAAP diluted salary per share latitude (three) $0.37 - $0.41   Fiscal 12 months 2019   revenue tips GAAP revenue range $4,730 - $four,760 Adjustment: Contract liabilities reasonable value adjustment

     

    $30

    Non-GAAP profits range $four,760 - $4,790   operating Margin guidance and Reconciliation GAAP operating margin

     

    8%

    changes: Contract liabilities fair price adjustment

     

    1%

    inventory-primarily based compensation

     

    7%

    Amortization of intangible belongings

     

    9%

    Restructuring, transition and other fees

     

    5%

    Non-GAAP operating margin

     

    30%

      earnings Per Share counsel and Reconciliation GAAP diluted salary per share range (3) $0.06 - $0.10 alterations: Contract liabilities reasonable price adjustment

     

    $0.05

    inventory-based compensation

     

    $0.fifty three

    Amortization of intangible property

     

    $0.67

    Restructuring, transition and other fees

     

    $0.37

    other

     

    $0.15

    salary tax outcomes and changes

     

    ($0.26)

    Non-GAAP diluted income per share range (3) $1.fifty seven - $1.sixty one   (1) This presentation includes non-GAAP measures. Non-GAAP financial measures are supplemental and may not be regarded a substitute for fiscal guidance presented in accordance with GAAP. For a detailed clarification of these non-GAAP measures, please see Appendix A. (2) quantities can also not add due to rounding. (three) GAAP revenue per share, changes per share and non-GAAP income per share are calculated using diluted share count number of 656 million and 660 million for q4 FY19 and FY19, respectively.  

    SYMANTEC CORPORATIONAppendix AExplanation of Non-GAAP Measures

    objective of non-GAAP measures: We accept as true with our presentation of non-GAAP financial measures, when taken along with corresponding GAAP economic measures, offers meaningful supplemental tips concerning the company’s operating performance for the motives mentioned beneath. Our administration crew makes use of these non-GAAP economic measures in assessing Symantec’s performance, in addition to in planning and forecasting future durations. because of the significance of those measures in managing the company, we use non-GAAP measures in the assessment of administration’s compensation. These non-GAAP economic measures are not computed in keeping with GAAP and the strategies we use to compute them may also range from the strategies used by using different companies. Non-GAAP monetary measures are supplemental and will now not be regarded an alternative choice to monetary information offered in keeping with GAAP and will be examine handiest along side our consolidated economic statements organized in line with GAAP.

    Contract liabilities adjustment: Our non-GAAP net revenues dispose of the influence of contract liabilities purchase accounting alterations required by using GAAP. GAAP requires an adjustment to the liability for got contract liabilities such that the legal responsibility approximates how lots we, the acquirer, would need to pay a third birthday celebration to assume the liability. We believe that disposing of the affect of this adjustment improves the comparability of revenues between intervals. also, besides the fact that children the adjustment quantities will not ever be diagnosed in our GAAP monetary statements, we don't predict the acquisitions to affect the future renewal prices of revenues excluded by means of the alterations. in addition, our management makes use of non-GAAP web revenues, adjusted for the impact of purchase accounting adjustments to verify our working performance and typical income developments. nonetheless, non-GAAP internet revenues has barriers as an analytical device and may not be regarded in isolation or as a substitute for GAAP internet revenues. We consider these adjustments are beneficial to traders as an extra capacity to mirror revenue tendencies of our enterprise. however, other groups in our industry may also not calculate these measures within the equal method which might also limit their usefulness for comparative functions.

    inventory fair value adjustment: buy accounting requires us to measure acquired inventory at reasonable value. The fair value of stock displays the bought enterprise’s charge of producing plus a portion of the expected profit margin. These non-GAAP changes to our cost of revenues exclude the expected income margin element that's recorded below purchase accounting linked to our acquisitions. We believe the changes are valuable to traders as an additional potential to replicate charge of revenues and gross margin developments of our enterprise.

    stock-based mostly compensation: This contains charges for employee restricted inventory devices, performance based mostly awards, bonus share programs, inventory alternate options and our employee inventory buy plan, decided based on GAAP. We consider our efficiency each with and with out these measures as a result of inventory-primarily based compensation is a non-money expense and may fluctuate significantly over time in accordance with the timing, measurement, nature and design of the awards granted, and is influenced partly with the aid of definite components which are generally beyond our manage, such because the volatility of the market cost of our average inventory. furthermore, for comparability applications, we believe it is valuable to provide a non-GAAP monetary measure that excludes inventory-based compensation to facilitate the evaluation of our effects to those of other corporations in our trade.

    Amortization of intangible belongings: Amortization of intangible property includes amortization of acquisition-linked intangibles property equivalent to developed technology, consumer relationships and exchange names got in connection with enterprise combinations. We listing costs relating to the amortization of these intangibles within both charge of revenues and operating costs in our GAAP monetary statements. beneath purchase accounting, we're required to allocate a component of the purchase cost to intangible assets received and amortize this quantity over the estimated constructive lives of the bought intangible belongings. despite the fact, the buy rate allocated to those belongings is not always reflective of the charge we'd incur to internally strengthen the intangible asset. further, amortization charges for our obtained intangible assets are inconsistent in measurement and are vastly impacted with the aid of the timing and valuation of our acquisitions. We get rid of these costs from our non-GAAP working effects to facilitate an assessment of our existing operating performance and provide superior comparability to our previous operating performance.

    Restructuring, transition and other fees: Restructuring fees are fees associated with a formal restructuring plan and are primarily related to employee severance and improvement preparations. different expenses consist of facilities and different exit and disposal expenses, including asset write-offs. Transition expenses are linked to formal discrete strategic assistance know-how initiatives and essentially encompass consulting charges associated with our business resource planning and helping programs and fees to automate business methods. furthermore, transition prices consist of prices associated with our divestitures. We exclude restructuring, transition and different costs from our non-GAAP effects as we agree with that these fees are incremental to core actions that arise in the typical path of our company and do not mirror our existing working performance, and that excluding these costs facilitates a extra meaningful contrast of our latest operating efficiency and comparisons to our previous working efficiency.

    Acquisition-related charges: These symbolize the transaction and enterprise integration expenses concerning giant acquisitions that are charged to working cost in our GAAP fiscal statements. These charges consist of incremental fees incurred to have an effect on these enterprise combinations akin to advisory, felony, accounting, valuation, and different professional or consulting expenses. We exclude these charge from our non-GAAP outcomes as they don't have any direct correlation to the operation of our company, and since we agree with that the non-GAAP monetary measures apart from these fees deliver meaningful supplemental assistance related to the spending trends of our enterprise. additionally, these expenses vary, counting on the measurement and complexity of the acquisitions, and don't seem to be indicative of charges of future acquisitions.

    Litigation agreement: We may additionally periodically incur prices or merits involving litigation settlements. We exclude these fees and merits when linked to a significant contract as a result of we don't agree with they are reflective of ongoing business and working outcomes.

    Non-money pastime rate and amortization of debt issuance expenses: in response to GAAP, we one after the other account for the cost of the conversion characteristic on our convertible notes as a debt cut price that displays our assumed non-convertible debt borrowing charges. We amortize the cut price and debt issuance expenses over the term of the connected debt. We exclude the difference between the imputed activity price, which comprises the amortization of the conversion function and of the issuance prices, and the coupon interest funds because we believe that excluding these prices offers significant supplemental information concerning the cash cost of our convertible debt and raise buyers’ capacity to view the business’s results from administration’s viewpoint.

    gain on divestitures: We periodically respect gains on divestitures, together with in fiscal 2018 related to our WSS and PKI solutions. we have excluded these beneficial properties for purposes of calculating our non-GAAP outcomes. We trust making these adjustments allows a higher assessment of our present operating efficiency and comparisons to past operating effects.

    gain (loss) from equity hobby: We listing features or losses in equity system investments representing internet salary or loss brought on by our noncontrolling activity in corporations over which we've restrained control and visibility. We exclude such gains and losses in full as a result of we lack manage over the operations of the investee and the connected positive aspects and losses don't seem to be indicative of our ongoing core consequences.

    earnings tax results and alterations: prior to the third quarter of fiscal 2018, we used a projected long-time period non-GAAP tax fee that mirrored the removing of the effects of the non-GAAP alterations to our operating consequences described above and demanding discrete items, as well as certain interesting GAAP reporting requirements beneath discontinued operations as a result of the sale of Veritas to be able to provide superior consistency throughout the meantime fiscal reporting durations. beginning with the third quarter of fiscal 2018, because of U.S. tax reform, we use a non-GAAP tax cost that excludes (1) the discrete impacts of adjustments in tax legislation, (2) most other colossal discrete items, (three) definite unique GAAP reporting necessities below discontinued operations and (four) the salary tax outcomes of the non-GAAP adjustment to our working outcomes described above. We consider making these adjustments enables a better evaluation of our present operating performance and comparisons to past working consequences. Our tax cost is field to alternate for a lot of reasons, such as big adjustments in the geographic income mix as a result of acquisition and divestiture activities or basic tax legislations alterations in major jurisdictions the place we operate.

    Discontinued operations: In August 2015, we entered right into a definitive settlement to sell the property of our information administration business (“Veritas”) to Carlyle. The transaction closed on January 29, 2016. The effects of Veritas are presented as discontinued operations in our Consolidated Statements of Operations and consequently had been excluded from non-GAAP web salary and section results for all reported periods.

    Diluted GAAP and non-GAAP weighted-normal shares magnificent: Diluted GAAP and non-GAAP weighted-regular shares outstanding are the equal, apart from in intervals that there is a GAAP loss from carrying on with operations. in line with GAAP, we don't latest dilution for GAAP in periods through which there is a loss from continuing operations. however, if there's non-GAAP internet profits, we present dilution for non-GAAP weighted-usual shares brilliant in an quantity equal to the dilution that could were presented had there been GAAP income from continuing operations for the period.

    Implied billings: We outline implied billings as complete income plus the trade in adjusted contract liabilities. The trade in contract liabilities excludes contract liabilities bought or divested all through the duration as well because the alternate in contract liabilities related to discontinued operations that doesn't amortize to income from continuing operations. We accept as true with implied billings to be a positive metric for management and traders since it allows an analysis of changes in contract liabilities balances that are a trademark of the health and visibility of our business. There are a couple of boundaries involving the use of implied billings versus salary calculated in accordance with GAAP. First, implied billings consist of quantities that haven't yet been identified as revenue. 2d, our calculation of implied billings can be distinct from different businesses in our business, some of which may additionally now not use implied billings, can also calculate implied billings in another way, may additionally have different implied billing frequencies, or may use other financial measures to consider their performance, all of which may cut back the usefulness of implied billings as a comparative measure. We atone for these limitations with the aid of offering particular counsel related to GAAP income and evaluating implied billings together with earnings calculated in response to GAAP.


    McAfee total insurance policy vs. Norton security premium | killexams.com Real Questions and Pass4sure dumps

    For years in North the united states there was just one question you’d ask your self when it turned into time to buy antivirus software to your home windows computing device: Do I want Norton or McAfee? There are way more selections at the present time (see our complete antivirus roundup for proof), but Norton and McAfee stay two of the excellent alternatives under consideration nowadays.

    To reply the query of how these two American heavyweights evaluate nowadays, we evaluate the nuts and bolts of each one’s premium suite: McAfee total insurance plan and Norton security top class.

    study on for the consequences.

    McAfee vs. Norton: App design norton2019 2 IDG

    Norton protection top rate

    mentioned in this article

    each purposes seem nice enough and are relatively handy to be aware. McAfee opted for a design with a left rail for navigation and an extra menu at the right of the window. The leading part of the window, in the meantime, is the place you entry most features and notice suggestions about your workstation’s protection popularity. usual, it’s a stunning respectable design, however McAfee’s tendency to break up alternate options between the main window and left rail can also be a little puzzling.

    Symantec opts for a more pill-like strategy: Norton safety top class has 5 panels so you might tap or click on (depending on whether you have a touchscreen) to demonstrate each panel’s options. It’s a extremely convenient software to navigate with out a real concerns of misunderstanding.

    Winner: Norton

    McAfee vs. Norton: efficiency mcafeetotalprotection IDG

    McAfee complete coverage

    our in-residence assessments, Norton performed very smartly within the workstation Mark 8 verify in accordance with our most contemporary evaluate, whereas McAfee didn't. McAfee additionally didn’t operate in addition to Norton within the Handbrake check, which contains taking a three.8GB MKV HD file and converting it to Handbrake’s Android pill preset.

    Winner: Norton

    McAfee vs. Norton: price

    Norton safety premium prices $50 for the first year, with a regular cost of $110, and covers 10 devices. McAfee complete insurance policy is a touch more affordable for first-time users at $forty five per year, with the same usual rate of $one hundred ten for up to 10 gadgets.

    Winner: Tie

    McAfee vs. Norton: further elements

    beyond the simple protection scans and online monitoring, Norton protection top class offers 25GB of cloud backup, a password supervisor, disk optimizer, file cleanup, and a startup manager.

    mentioned in this article

    McAfee total protection has the true Key password and identity manager, but most effective for five of your 10 gadgets, reside secure file encryption, file shredder, and a 3rd-birthday celebration software replace manager. Some of these points are additional downloads.

    both present a healthy volume of further points. McAfee’s are a little more practical, although it doesn’t have the cloud backup that Norton presents. Then once again, Norton doesn’t offer a file encryption vault as part of its suite.

    Winner: McAfee

    McAfee vs. Norton: coverage nortonscan IDG

    that you would be able to’t discuss an antivirus suite devoid of its insurance policy capabilities. We don’t do our personal in-residence checking out, but of the three testing homes we do comply with, each McAfee and Norton have been very enormously rated—but there are changes.

    A-V look at various rated Norton 100 percent in its September and October 2018 checks, for both 0-day and common malware detection. McAfee become a little weaker for a similar time length on the 0-day assault, hitting ninety nine.four percent in September and ninety eight.6 percent in October. McAfee scored 100 percent on the common malware look at various just like Norton.

    For AV-Comparatives, its actual-world insurance plan verify ran from July to November 2018. Norton perpetually scored between ninety nine and one hundred percent, with about 4 false positives. McAfee’s latitude became ninety eight.5 to 100%, with fewer false positives. The Malware insurance policy look at various from September 2018 noticed Norton hitting a ninety nine.9 % online detection expense, a 100 percent on-line coverage rate, and an 81.5 % offline detection expense. McAfee scored a 99.8 % online detection expense, a one hundred percent online coverage cost, and a eighty four.8 % offline detection expense.

    at last, SE Labs gave Norton a AAA score for its July through September 2018 record, whereas McAfee bought a AA grade. SE Labs stated targeted assaults (where their experts tried to hack a gadget) were greater of a problem for McAfee and others, whereas Norton become in a group that handled each targeted and frequent malware greater readily.

    McAfee and Norton are very close in protection rates overall, however there are a number of huge areas based on the trying out above the place Norton performs simply a little bit better.

    Winner: Norton

    McAfee vs. Norton: Conclusion

    No shock right here, but our precise select is Norton safety top rate. McAfee has some extra features to recommend it, and its coverage ranges are very respectable. Taken in conjunction with the first-class of the computing device app, the added elements, the protection and the efficiency, although, Norton is our winner in this close showdown.

    To comment on this text and other PCWorld content, consult with our fb page or our Twitter feed.

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    Matthew Whitaker Is a Predictable Conservative Meathead of Modern Design | killexams.com real questions and Pass4sure dumps

    From Esquire

    WASHINGTON - Having watched what is his last testimony before Congress as Acting Attorney General of the United States, I can say for certain that, while it is not provably true that Whitaker got the job because he's in the bag for the president*, it is provably true that he was selected because he was an entirely predictable conservative meathead of 21st century design. Between guzzling water, breathing hard, and puffing himself up to appear brave, Whitaker looked less like the country's top law-enforcement officer than the chairman of a local Tea Party group in Story County, Iowa.

    Indeed, between being a U.S. attorney in Iowa and taking over at Justice, one of Whitaker's gigs was as the chairman of something called FACT (the Foundation for Accountability and Civic Trust), a pestiferous conservative "ethics" group that survived on wingnut welfare. Congresswoman Karen Bass, Democrat of California, grilled Whitaker about his activities there.

    BASS: Thank you, Mr. Chairman. Mr. Whitaker, during the time that you were the executive director of the Foundation for Accountability and Civic Trust, you recommended that FACT calls for ethics investigations into or filed complaints about the following Democratic politicians come officials and organizations, the Democratic National Committee, Hillary Clinton, John Kerry, Speaker Pelosi, Representative Barry, Hoffman, Lewis. In fact, the organization actually called for an investigation into a member of this committee, Representative Hank Johnson. So that's a total of about 46, 46 individuals or organizations that over the time when you executor director of FACT, that you call for either ethics investigations or filed complaints. So since you have joined the AG's office, I want to know whether or not in the investigations have been initiated into those people?

    And it was Whitaker's work with FACT that led to the day's most truculent moment. Congressman Eric Swalwell asked Whitaker if FACT had received any donations from overseas. Doug Collins, the perpetually aggrieved ranking member of the committee's minority, exploded at him. The following dialogue ensued:

    SWALWELL: Mr. Collins, if you want to sit down there with his lawyers, you can go sit down there, but you’re not his lawyer.

    COLLINS: And neither are you, Mr. Swalwell. If you would ask questions that are actually part of this instead of running for president, then we could get this done.

    Gentlemen, please. There was almost an entire afternoon's stonewalling ahead of you.

    Photo credit: Alex Wong - Getty Images

    More

    As I mentioned, Whitaker wasn't the best reluctant witness I have ever seen. He refused to respond to questions about conversations he's had with the president*, but he insisted that, while he refused to recuse himself from overseeing the Mueller investigation the way JeffBo did, he had not interfered with the probe and that he had not spoken to the president* about it. And he alienated everyone by getting snotty right off the bat with chairman Jerrold Nadler of New York. sniping that Nadler's allotted five minutes were up. Bald, nasty, and stupid is no way to go through life, son.

    Yes, he ducked and dodged. Yes, he obfuscated and deflected. He refused to say one way or the other if the Mueller probe was a witch hunt. But he was so everlastingly bad at it that he made himself appear more unlikable than dishonest, which is a helluva trick, given that nothing he condescended to say about his relationship with the president* made any sense at all. He took a job at the center of the biggest, hottest bullseye in American politics, and he never talked with the guy who sits even closer to the middle than he does? That dog declines to leave its place beside the fireplace.

    Photo credit: Chip Somodevilla - Getty Images

    More

    Time and again, Whitaker came back to the fact that he likely is only going to be in this job for another four or five days. (The Senate is likely to confirm William Barr as attorney general by the middle of next week.) By the end, Ted Lieu of California tied him in knots about whether a president and/or his children can be indicted. "Is there a sentence in the Constitution that says a sitting president cannot be indicted?" Lieu asked, matching Whitaker scorn for scorn as Whitaker flummoxed around trying to hide behind DOJ policy. Lieu finally entered the Constitution into the record.

    And Jamie Raskin of Maryland pretty much ridiculed Whitaker's entire career, getting all the way up Whitaker's nose until Whitaker finally accused Raskin of challenging his character. At which point, Collins erupted again and we were treated to Masterpiece Parliamentary Theater one more time. They have to get better front men if this con is going to survive.

    Respond to this post on the Esquire Politics Facebook page here.

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    This is Xiaomi’s design for a gorgeous 4-sided edge display on a phone you can’t have | killexams.com real questions and Pass4sure dumps

    a close up of a computer: Screen-Shot-2019-02-08-at-11.13.53-AM © Provided by Penske Media Corporation Screen-Shot-2019-02-08-at-11.13.53-AM

    Xiaomi has been in the headlines recently for a few different developments, including the folding smartphone it’s working on, as well as its 5G smartphone that’s also on the way, and the China-based company will no doubt attract more attention during Mobile World Congress 2019 when its new phones are in the spotlight. Meanwhile, we’ve also got a new tidbit from the company to lust over — the design for a gorgeous, 4-sided edge display the company has just patented, as spotted by Dutch blog LetsGoDigital.

    The blog sets up its reporting of the new design patent from Xiaomi, from which it prepared the rendering you can see above, by noting that while Xiaomi is one of the largest smartphone makers in China, it’s got something like 5% percent of the total market share in Europe (and of course you can’t buy the company’s handsets here in the US at all). In the blog’s home country, there’s no Xiaomi shop or retailer — the point being, if the company wants to ever break out of its home market, it will need to rely in part on innovation to get noticed.

    Which brings us to the new design.

    Xiaomi’s patent was published in the Global Design Database of the World Intellectual Property Office a few days ago. It depicts, among other things, a full-screen smartphone that sports a dual camera on the back.

    Best smartphones in India in 2018 for all budgets [Microsoft GES]

    Per LetsGoDigital, the really interesting thing about this device is the display that’s rounded on all four sides. There’s also no button on the screen, which comprises up to half the thickness of the housing, according to the site. We’re left to make assumptions about the front-facing camera, which could be situated under the screen. As the site goes on to note, Xiaomi introduced the Mi Mix 3 last year, which was the “world’s first full-screen smartphone with a slider camera that houses a dual front camera.”

    Perhaps Xiaomi’s acquisition of rival Meitu late last year will also come into play here, with the company’s selfie apps possibly playing a part in forthcoming Xiaomi handsets like this one.

    Chinese brands don’t always have the best track record in terms of garnering a solid commercial foothold in Western markets, for reasons that are really the subject of another blog post at another time. However, it’s certainly interesting to point out that designs and attention to detail like what Xiaomi apparently wants to attempt here continues to underscore the break that Chinese smartphone manufacturers have made from the past, when many of them were considered cheap, utilitarian — borderline disposable, even. A few brands have even managed to win fans in places like Europe and the US, like OnePlus. This Xiaomi design is admittedly gorgeous, and we’d certainly love to use one that looks like this, though, of course, beauty is in the eye of the… well, you know the rest.


    Google is hiring wearable engineering and design leads, likely for Pixel Watch | killexams.com real questions and Pass4sure dumps

    Speculation that Google was going to release a Pixel Watch reached a fever pitch last year, as the company’s Wear OS platform for wearables was in clear need of a flagship device to rival the popular Apple Watch and Samsung Galaxy Watch. Now Google appears to be hiring people to actually design the device.

    A recent Google job listing for a Vice President of Hardware Engineering, Wearables (first spotted by Android Police) makes clear that Google is looking for someone to lead development of an “entire Wearables portfolio,” including “devices addressing a broad spectrum of uses, features, and price points.” The company is also hiring a design manager for consumer wearables to work with other Google design leads in creating “forward looking, iconic products that delight our consumers.”

    Currently, Google’s only consumer wearables hardware product is Pixel Buds, a pair of wireless earphones that arrived to mixed but somewhat positive reviews. The company sells one enterprise-class wearable, Google Glass Enterprise Edition, but doesn’t make watch hardware. Instead, wearables based on Wear OS are designed and sold by other companies, much like Android phones before Google’s own flagship Nexus and Pixel devices arrived.

    Implicit in the job listings is that Google isn’t even close to releasing a Pixel Watch anytime soon, and is now planning to build its own consumer wearables team rather than acquiring another company or rebranding devices made by someone else. Historically, Google partnered with companies including HTC, LG, Motorola, and Samsung to make Nexus and Pixel phones, but over time became increasingly involved in the engineering and design of the products it sells.

    Just last month, Google acquired limited and unspecified smartwatch assets from watch maker Fossil, leading to some speculation that Google was buying an entire watch development team. But Fossil underscored that it was remaining in the smartwatch business and holding onto a 200-person R&D team, which had successfully launched watches across 14 company-owned brands.

    The open positions appear to be based in Mountain View, California at Google’s headquarters, and seek applicants with at least 15 years of development experience, with the VP ideally having delivered “products that ship in the hundreds of millions of units” across the world. With such a high bar for hiring, the pool of ideal candidates will be fairly limited, potentially stretching the earliest debut date for a Pixel Watch out to 2020 or later.



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