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C9550-412 | IBM Business Process Management Express or Standard Edition V8.5.5 BPM App

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C9550-412 - IBM Business Process Management Express or Standard Edition V8.5.5 BPM App - braindump

Vendor IBM
Exam Number C9550-412
Exam Name IBM Business Process Management Express or Standard Edition V8.5.5 BPM App
Questions 60 Q & A
Recent Update May 21, 2019
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Test Code : C9550-412
Test Name : IBM Business Process Management Express or Standard Edition V8.5.5 BPM App
Vendor Name : IBM
Q&A : 60 Real Questions

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IBM Business Process Management Express or Standard Edition V8.5.5 BPM App education

CIO-a hundred: Strategic alignment | C9550-412 Real Questions and VCE Practice Test

cutting-edge IT government is now tasked with having to make all these disparate methods work together as a result of aggressive pressures and the e-company ambiance demand it. And customized hardwiring one app to a further -- with all the time, money and shortage of flexibility that strategy entails -- is not going to get you there. this is why you need a holistic integration strategy, a large-photograph view that does not center of attention on the bushes, meandering from task to project, however gives you the forty,000-foot view from the skies. Piloting that approach are the enterprise drivers to your business --issues akin to pace, getting closer to your customers and taking part with companions. as a result of an integration strategy that does not march in lockstep to your company approach is just a little like imbibing too plenty at your high faculty reunion --it's going to come back lower back to hang-out you.

examine on to find out how CIO-100 honorees Staples, Wells Fargo, Dow Chemical and Dell desktop manipulate their concepts now not only 1 utility at a time, but how they attack integration as an conclusion-to-conclusion procedure, from organisation to customer.

Staples Kiosks connect customers and Merchandise

customer carrier drives Paul Gaffney's dedication to integration. And gains show that commitment concerns.

"Our most ecocnomic purchasers are those that use the complete latitude of the way we do enterprise," says Gaffney, the CIO at Staples in Framingham, Mass. He adds that valued clientele "need to get a very constant and seamless journey. in case you do the right issue to your most suitable purchasers, first rate things ensue."

The CIO of the workplace-elements enormous stresses that for those respectable things to occur, it's primary to have an overarching method that makes use of IT to increase the company's mission. Gaffney adds that "trying to be extra holistic in our outlook is among the issues that separates remarkable IT agencies from the leisure of the pack."

one of the most items of Gaffney's enterprisewide center of attention on the client is the online kiosk -- dubbed access point -- it's put in in the entire business's 1,040 U.S. stores. growing the kiosks required connecting the business's e-commerce web site, Staples.com, with its factor-of-sale (POS) device, order administration system, distribution device and provide chain. On the people entrance, staffers from the retail, catalog, on-line, finance, distribution, merchandising and working towards areas -- almost everyone however the cafeteria chefs -- collaborated. for example, the kiosks present consumers the option of buying, say, an workplace chair at the kiosk using a bank card, then taking a bar-code printed receipt up entrance to the register to pay in precise-time. clients can additionally use the kiosks to access a library of counsel about items and capabilities, view an inventory of 45,000 online items, and construct PCs to order (casting off the need for more than 35 percent of shops to lift computers). "We're letting purchasers do enterprise the manner they wish to do business, not the manner we want them to," says Gaffney.

but the benefits don't go entirely to consumers. For Staples, the multimillion-dollar entry point mission has introduced many shoppers to Staples.com. The business estimates that a client who stores in each retailers and one other channel (Staples.com or catalog) has a lifetime cost of two and a half times that of a store-most effective client.

And the company's approach toward integration goes past consumer-dealing with programs. a different major integration Integration On-Ramps mission worried consolidating the Staples and Quill fulfillment center facilities. Staples received Quill, a mail-order workplace items enterprise, in 1998. To join the two disparate order administration systems, Staples may have gone the point-to-aspect route, which would have required building customized connections between the two sets of functions. but the Staples team chose as a substitute to enforce an integration layer built on IBM Corp.'s MQ series. "That way, if we had a future acquisition, or obligatory greater quantity in the future, we won't should do a brand new aspect-to-point integration assignment," says Gaffney.

decreasing the number of direct linkages between techniques is one part of Gaffney's holistic method. Standardization is an extra. "every IS organization is trying to convey greater company results for much less money. One tool is cutting back the number of distinctive applied sciences that you simply want your group of workers to be proficient in. when you have four or 5 [technology] methods, you have diluted your staff's talent. I consider or not it's a productiveness critical," Gaffney says.

Staples is only beginning to appear hard at how it can standardize, however Gaffney pointedly says that internet features will play a key role. on account of that, Gaffney doesn't feel a necessity to standardize his platform on both sun Microsystems Inc.'s Java 2 Platform enterprise version (J2EE) or Microsoft Corp.'s .net, due to the fact that internet functions can work with each. "We trust or not it's more vital to center of attention on first rate semantics --as an example, getting the definition of the interface correct on our subsequent generation inside pricing carrier --than to get hung up on whether it's a J2EE or Microsoft deployment," he says.

To make sure that his IS firm continues to preserve a big-image integration approach, Gaffney has appointed a team, led by two vice presidents in IS but involving individuals from all business areas, to help Staples get a detailed look at its business strategies. They also need to examine how people and technologies map towards these tactics (as an example, to see if there are assorted corporations of individuals using distinctive applied sciences, all to provide a income forecast). they can then use the advice they discover to stream forward on the mixing initiatives in an effort to have probably the most company affect.

Wells Fargo Synthesizes a Panoramic client View

just like the CIO of Staples, C. Webb Edwards, CEO of Wells Fargo functions, emphasizes the customer's function in riding the bank's integration strategy. "We desire our clients to make use of any gadget, any channel that allows you to support that device, to any company within Wells Fargo, to any product inside that business, to any piece of information about that product or service that the client must see," says Edwards, who heads the financial institution's technology group.

it's the IT integration in the back of the scenes that makes it possible for Wells Fargo to pursue this powerful company philosophy.

A key product of the strategy is the commercial enterprise consumer Profiling and Referrals integration project, which gives client service representatives with a true-time view of the consumer's complete relationship across the company, assisting them provider that customer. for instance, if a customer requests advice a couple of credit card, then asks for information on paying off her mortgage, a rep would not ought to go through 15 monitors to get that information --it looks on one. The device additionally makes product techniques to valued clientele, then automatically forwards those concepts as inner earnings referrals to the acceptable line of company. customers must enter their counsel only as soon as, instead of every time they've a separate product request, and responses to the consumer are more timely.

This project contains developing a brand new, common infrastructure layer (what Edwards and his crew dubbed the enterprise services architecture) that should be used to procedure all customer transactions. This year, the enterprise has invested greater than US$20 million in this new structure (nevertheless within the pilot section) and the customer profiling challenge.

San Francisco-based Wells Fargo deploys a lot of both homegrown and vendor integration equipment. "The primary 5 aspects on the integration road premise we operate under is if or not it's something so as to differentiate us available in the market we are able to doubtless build it, not buy it. If or not it's a commodity-type service that wouldn't differentiate us, we purchase it from carriers," says Edwards, who has been at Wells Fargo bank considering its merger with Norwest in 1999.

as a result of the large amount of advice stored in its legacy systems, he acknowledges, "we will buy any adaptor or translator that converts any know-how in order that it can be used in the enterprise features layer." He'd want to circulate towards a greater standards-based architecture to dispose of some of Wells Fargo's legacy-primarily based reliance on those adaptors, despite the fact.

For moving data around the range of systems, Edwards is building round XML, and says it could be the cornerstone center of attention down the road. but he is a realist as smartly when it involves the entire hype surrounding XML and web capabilities: "no person's in reality far satisfactory along to come back to the table with a set of functions you might put together and have conclusion-to-conclusion [integration]."

Edwards offers some golden guidelines for his integration approach.

- remember what the client's expectations are within the digital world versus the physical world.

- Use technology as a catalyst to prepare your business around client-centric approaches, in place of business silos.

- make certain suggestions can also be brought to the right person on the right region at the appropriate time.

- Put in vicinity a strong, scalable open community this is comfortable.

- Spend your cash the place the cash is --integrate those groups which are making funds and servicing profitable customers.

Dow Chemical, a Stickler for requisites

When it involves orchestrating a holistic integration strategy, Dow resembles a tightly knit marriage ceremony band that jams on just a few of the existing, accepted numbers ("Who Let the dogs Out"), however still spends many of the gig enjoying respectable requirements ("Pennsylvania 6-5000").

in keeping with Frank Luijckx, senior director of tips systems at Dow Chemical, the core facets of Dow's repertoire --it be standardized infrastructure --include a globally integrated SAP R/2 ERP system, which it rolled out in the early Nineties. Its Dow notebook software gives standardized PCs to its 50,000 employees in one hundred seventy nations worldwide. an information warehouse gives all its company contraptions a consistent view of monetary efficiency. And it be at present working on DowNet, a voice-over-IP network for you to deliver telephones, workstations and servers into an integrated ambiance.

it's simply the in-apartment view. in the e-company enviornment, Dow presents MyAccount@Dow, a personal, client-selected added-internet for collaborative transactions and suggestions exchange, and participates in Omnexus, a plastics trade e-marketplace, and Elemica, a B2B trade for chemical transactions.

Luijckx says that the Midland, Mich.-primarily based business emphasis on necessities --and integration --has paid off handsomely in regards to its $11.6 billion merger in 1999 with Union Carbide. "We accomplished integration in 365 days," he says. "What enabled this become a subculture of integration. We knew how to manipulate human trade. We insisted on the usage of our specifications like chart of money owed and customer coding."

The choice to stick to Dow's ERP ordinary embodies this commitment. Dow desires to pull Union Carbide back a era --UC uses SAP R/3 and Luijckx says Dow hopes to flow it onto Dow's mainframe-based mostly SAP R/2 device. despite the fact that this skill a transformation for UC, "We [at Dow] deserve to inform them the purpose we're doing it's since it's first rate for everybody, that integration is a principle within the business," Luijckx says.

point-to-aspect integration has no area in Dow's interior structure --that approach was solid aside when they implemented SAP. To the folks at Dow, ditching that strategy turned into a no brainer. "Say a customer says, I are looking to construct a B2B link to your device," says Luijckx. "but the consumer orders in Europe, Latin the united states, Asia and Africa. Now you have to build 4 distinct hyperlinks. A nightmare emerges very without delay." that is why Dow standardized with SAP; as an alternative of making varied changes on 20 nonintegrated programs, it can make one exchange and be performed. Luijckx additionally says standardizing on one ERP system has led to bigger productivity and more suitable customer provider.

On the net capabilities entrance, Luijckx says the company is experimenting with it, but wants to study the effects, including charge, the know-how would have on its company and methods architecture.

Luijckx offers three integration counsel. First, make certain or not it's enterprise price driven, now not know-how pushed. second, standardize internally and externally, at each the company and expertise degree. That comprises hardware and software, coding buildings, and the usage of an intranet as a communications platform.

And third, make sure each person understands the cost proposition as a result of human trade is the greatest problem. "You should communicate until they be aware and get enthusiastic about it. Say it over and over," says Luijckx.

Integration Equals cost at Dell desktop

At Dell computing device, integrated systems --as in an ultra-efficient supply chain --preserve the $31.2 billion business's engines humming. "We analyze integration as an end-to-end business, not just a part of the company," says Randy Mott, the previous Wal-Mart outlets Inc. CIO who joined Dell two years ago.

For Dell, integration is vital to attaining speed and customer carrier, two issues the circular Rock, Texas-primarily based computing device and server maker company is aware of a smidgen or two about. "If integration is rarely there, you lose velocity and the skill to quickly respond to your consumers' needs," he adds.

Dell is currently hard at work improving world operational and logistical techniques in its factories and with its suppliers with an integration project referred to as DSi2. using a product from provide chain dealer i2 technology, the DS or "demand give" project lets personnel view customer orders and stock positions online, permitting Dell to now pull 100% of its accessories into the manufacturing manner every two hours as an alternative of once a day (which wasn't precisely too shabby). furthermore, Dell suppliers that need brief- and lengthy-term views of Dell's material necessities at different elements in the deliver chain can entry that assistance on-line. The outcomes of those integration efforts? Dell has chopped a time without work its on-hand stock of components, reducing it from 5 days to four. The company initiatives a payback of more than 5 times the can charge of the DSi2 venture in its first three years (DSi2 was launched in 2000).

one other assignment on Dell's integration plate is DellServ, a web-based application used via 7,500 tech assist americans in 9 nations. It helps the more than 80,000 tech support contacts Dell receives everyday, and ties collectively the 14 different techniques in the past used by using the enterprise. (one of those programs, for instance, became an application based on visible basic and SQL Server that Dell's technical assist workforce in Europe used to assess parts required to fill orders and validate addresses.)

"[DellServ] is neatly-integrated with our different back-conclusion techniques, similar to ordering, background and any interactions we have now had with you as a client," says Mott, which offers reps extra counsel at their fingertips and reduces the size of calls and the variety of repeat calls by means of purchasers.

Mott stresses the cost of standards in Dell's integration strategy. "they are critical on account of each the speed you could boost methods with a standard architecture and the seamlessness with which that you would be able to install and enforce them," he says. Mott uses a mixture of constructing blocks, including Microsoft's .internet, Oracle databases and Linux applied sciences. "Integration does not should go to one thing," he says, "however must be a number which you can get some scale on, some synergy on." Dell uses some net features from .net however is holding that expertise in-condo. "We should manage that structure," says Mott.

sooner or later, one starts to suppose of Mott in a racing go well with and helmet on the helm of a Daytona 500 stock vehicle, because he invariably peppers his discussion about integration with the be aware speed. "make sure that integration invariably provides pace to what you are doing," he advises. "As you analyze opportunities to combine, you wish to eliminate redundancies and increase the expense at which things can be finished.... every now and then when attending to this [holistic] degree of integration, some americans feel it's going to add time. You can't let that happen."

Integration On-Ramps

aspect-to-point: also known as app-to-app, this approach contains hand-coding integration, and typically takes location within an commercial enterprise. This remains a tried-and-real method for moving records from factor A to factor B. Most organizations have some factor-to-factor, and a lot of --nearly 50 % in keeping with a 2001 survey by way of AMR research Inc. in Boston --continue to hardwire functions.

This strategy has problems. believe of a corporation running 100 purposes, every in its personal box; then picture how many lines should be drawn to connect these containers, considering the fact that a bunch of these apps would connect with multiple app --it's one massive brain cramp. When one app needs to be changed, every connection to that app have to exchange. And building and renovation expenses will also be excessive.

Middleware: even if or not it's known as object management, event administration, session administration, information translation or one in all many acronyms, middleware creates a layer between purposes. The purposes don't seem to be linked element-to-factor; they're connected to a middle layer, which receives the records, translates it, then sends it on its merry way. Many corporations use message-oriented middleware corresponding to IBM's MQ sequence and Microsoft's MSMQ for one-manner exchanges of records.

EAI products, often known as integration servers, describe extra powerful sorts of middleware. primary players encompass BEA techniques Inc., IBM, SeeBeyond know-how Corp., Tibco application Inc., Vitria technology Inc. and WebMethods Inc., however many businesses have constructed their own proprietary EAI systems.

EAI equipment are designed to combine the information in corporations' back-office systems with their front-workplace functions using a single integration layer. These products come packaged with connectors (often known as adapters) that may, for instance, connect ERP programs to mainframes and CRM methods. Many businesses count on these adapters --at $one hundred,000 a pop --to integrate heterogeneous programs.

enterprise method administration (BPM): BPM is a comparatively new buzzword, touted because the next technology enterprise integration application. AMR analysis defines BPM as "software that integrates statistics, purposes and people together via a typical enterprise process." It aims to deliver the business and IS side together to figure out pass-practical company tactics, which consist of suppliers, shoppers, personnel and companions, then streamline and automate them.

internet features: Take your opt for: internet services is either poised to take off or will make best minor ripples. Its specifications-based technology will let disparate techniques talk to every different over the internet or internet protocol-primarily based networks, in spite of platform or language. many of the executives during this story are experimenting with internet capabilities. Amazon.com CIO Richard L. Dalzell says the online retailer makes use of it as probably the most interfaces for its more than 600,000 friends program sites that connect again to Amazon.com. And carriers akin to Microsoft and SAP are starting to support web capabilities of their items. but regardless of the hype, web capabilities is in its infancy, and widespread adoption might not turn up in a single day.

five elements on the mixing road

1) Let the enterprise be your driver. "buying a thorough figuring out of what your enterprise needs are, and where these needs could evolve, is the starting aspect of constructing an integration strategy. in any other case, it just turns into a technical discussion," says Lloyd B. Taylor, company vice president of IT at Cargill, a manufacturer and distributor of food and agricultural products. Cargill, based mostly in Wayzata, Minn., dependent an business utility Integration core of competencies, a one-cease-store for enterprise units with integration needs.

2) Articulate the benefits of integration to business-aspect executives. certain, you need to do that with any IT initiative, however promoting a CRM system is plenty less difficult than pitching an EAI assignment. Staples CIO Paul Gaffney emphasizes partnering with the business facet and being tenacious in articulating the imaginative and prescient of your approach. "on the conclusion of the day, integration introduces additional cost capabilities and leverage to the enterprise," he says.

three) Get your personal condominium so as first, then seem to be outside. be certain you have a transparent imaginative and prescient for enterprisewide integration before dealing with your external partners. in case you do not know the status of an order internally, you are going to be lower than helpful when your corporation requests an order repute.

four) consider chew-dimension chunks. Integration tasks can take a hefty element of an IT finances. In a recent Forrester research survey of fifty big groups, respondents expected to spend about $6.4 million in 2003 on integration. Integration projects had been operating more than 20 months on standard. And integration equipment do not come cheap. Gautam Desai, an analyst at Doculabs, a Chicago-based mostly consultancy, says the software licensing costs for a regular configuration involving two servers and a backup environment ranges from $300,000 to $750,000. capabilities to get the initial integration up and operating is two-and-a-half to five times that quantity. beginning small, staying at the branch stage, then expanding out in future phases will assist your studying curve whereas lowering the probability of failure.

5) Get bang in your buck. "Spend your funds where the cash is," says C. Webb Edwards, the CEO of Wells Fargo services, on integration spending. "integrate those agencies the place you might be making money and servicing profitable valued clientele because there may be most effective so a whole lot money going around. Spend on businesses that support the base line."

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