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HP0-J46 | Designing and Implementation HP(R) EnterPrise Backup Solution

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HP0-J46 - Designing and Implementation HP(R) EnterPrise Backup Solution - braindump

Vendor HP
Exam Number HP0-J46
Exam Name Designing and Implementation HP(R) EnterPrise Backup Solution
Questions 69 Q & A
Recent Update November 8, 2018
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HP0-J46 exam Dumps Source : Designing and Implementation HP(R) EnterPrise Backup Solution

Test Code : HP0-J46
Test Name : Designing and Implementation HP(R) EnterPrise Backup Solution
Vendor Name : HP
Q&A : 69 Real Questions

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HP Designing and Implementation HP(R)

HP's tech chief on the way forward for manufacturing and the way the business's reclaiming its Silicon Valley innovator fame | killexams.com Real Questions and Pass4sure dumps

No result discovered, are attempting new keyword!apart from leading HP’s international research and building courses and firm development, Wall runs HP Labs and HP Tech Ventures. HP Labs, which turns 53 this year, is premiere called Silicon V...

NTU and HP Inc. to improve Digital Manufacturing worldwide with First HP-NTU company Innovation Lab in Asia | killexams.com Real Questions and Pass4sure dumps

information highlights:

  • Nanyang Technological tuition, Singapore (NTU Singapore), HP Inc., and the national analysis groundwork (NRF) collaborate on new $84 million HP-NTU Digital Manufacturing corporate Lab
  • Lab is blueprint for innovation, collaboration and financial growth
  • Researchers and workforce to focal point on digital manufacturing applied sciences to boost 3D printing, synthetic intelligence, computer researching, new substances and functions, cybersecurity and customization.
  • SINGAPORE, Oct. 23, 2018 (GLOBE NEWSWIRE) -- today Nanyang Technological school, Singapore (NTU Singapore), global technology leader HP Inc., and the countrywide research foundation (NRF) introduced the brand new HP-NTU Digital Manufacturing corporate Lab.

    As Singapore’s latest company research laboratory and HP’s biggest school research collaboration worldwide, the HP-NTU corporate Lab will pressure innovation, know-how, expertise and financial development vital for the advancement of the Fourth Industrial Revolution. this is HP’s first tuition laboratory collaboration in Asia.

    The $eighty four million lab helps Singapore’s push towards industry transformation – in the areas of digital manufacturing and 3D printing applied sciences. advanced Manufacturing and Engineering is one among 4 expertise domains under the research, Innovation and enterprise (RIE) 2020 Plan, which is Singapore’s country wide approach to develop an information-primarily based innovation-pushed economic climate and society.

    observed at NTU, the HP-NTU Digital Manufacturing company Lab changed into launched with the aid of Heng Swee Keat, Minister for Finance and Chairman of the NRF. The NRF facilitates the creation of corporate labs via public-inner most partnerships. The corporate Lab is the 13th supported by using NRF and the seventh such lab at NTU.

    The lab’s a hundred researchers and group of workers will focal point on digital manufacturing technologies, exceptionally in areas of advancing 3D printing, artificial intelligence, machine researching, new materials and functions, cybersecurity and customization.

    The partnership became inked these days with the aid of NTU vice president (analysis) Prof Lam Khin Yong and HP Chief know-how Officer and Head of HP Labs Shane Wall.  It turned into witnessed via guest-of-Honor Minister of Finance and NRF Chairman Heng Swee Keat, NTU President Professor Subra Suresh, and HP Inc. Chief government Officer Dion Weisler.

    NRF CEO Professor Low Teck Seng observed, "company laboratories are an essential component of our method to anchor joint R&D partnerships between our universities and businesses in areas that have direct relevance to the boom of industries in Singapore. The HP-NTU Digital Manufacturing corporate Laboratory is huge to our long-term competitiveness in the superior manufacturing sector, and ensures that we dwell imperative in the Fourth Industrial Revolution that's evolving and growing to be all of a sudden world-huge. it'll also enhance our capabilities to aid multinational organizations for enlargement from Singapore into the vicinity.”

    NTU President Prof Subra Suresh observed the partnership with HP is a significant milestone for NTU, as 3D printing – along with adjoining technologies corresponding to synthetic intelligence (AI), computer studying and cybersecurity – are crucial components of the Fourth Industrial Revolution.

    “NTU has centered deep capabilities and is a identified leader within the areas of computing device getting to know, records science and additive manufacturing. These chopping-facet technologies are now an integral part of NTU’s training and analysis ecosystem, and the NTU smart Campus serves as a check bed for them, aligned with Singapore’s imaginative and prescient of transforming into a sensible Nation,” Prof Suresh spoke of.

    “along side HP Inc., a well-known innovator and leader within the tech industry, NTU seeks to handle nowadays’s simple challenges with options to be able to benefit each trade and society in Singapore and the realm, akin to establishing automation that's in a position to boosting manufacturing productiveness,” he persevered.

    “the area economic forum estimates more than $a hundred trillion in cost can be created through digital transformation throughout all industries in the next 10 years,” said Dion Weisler, CEO and President, HP Inc. “HP is assisting lead the development of the underlying applied sciences, like 3D printing, with the intention to permit the merits of this transformation. Singapore is certainly one of our key global know-how building and manufacturing facilities in Print technology. The HP-NTU Digital Manufacturing corporate Lab will drastically deepen our involvement here and serve as a nucleus for this ecosystem. we're proud to collaborate with NTU and we're anticipating this becoming a blueprint for innovation, collaboration and economic development.”

    the new corporate Lab should be a key pillar of NTU’s sensible Campus initiative and should construct on HP’s potent analysis and manufacturing capabilities.

    Story Continues

    At launch, there could be 15 precedence initiatives to more suitable take note:  

  • New substances and applications: together with superior polymers for manufacturing functions, the building of bioprinting fashions toward printing achievable tissues, and 4D printed wise systems that adapt shape with temperature alternate;
  • artificial intelligence and desktop studying: assisting printers autonomously predict and get to the bottom of concerns; 
  • Cybersecurity: research to enrich conclusion-to-end aspect protection infrastructure and malware mitigation.
  • The collaboration will also consist of constructing tutorial curriculum on designing for Additive Manufacturing – masking areas equivalent to records management, safety, consumer journey and business models.

    “One out of each three jobs global, more than 30% of international GDP, and just about one-third of carbon emissions are involving manufacturing,” mentioned Weisler. “we're dedicated to innovating with goal, now not handiest using the expertise breakthroughs that enhance HP’s enterprise however additionally make contributions to creating economic possibility and improving americans’s lives.”

    HP all started its presence in Singapore in 1970. today, Singapore is home to its Asia Pacific & Japan Regional Headquarters, global provide chain control towers, and print manufacturing.  

    About Nanyang Technological college, Singapore  A research-intensive public school, Nanyang Technological university, Singapore (NTU Singapore) has 33,000 undergraduate and postgraduate college students within the Engineering, company, Science, Humanities, Arts, & Social Sciences, and Graduate schools. It additionally has a clinical school, the Lee Kong Chian college of medication, set up collectively with Imperial college London. 

    NTU is also home to world-type self sufficient institutes – the national Institute of training, S Rajaratnam school of foreign reports, Earth Observatory of Singapore, and Singapore Centre for Environmental life Sciences Engineering – and various main analysis centres such because the Nanyang atmosphere & Water analysis Institute (NEWRI) and energy research Institute @ NTU (ERI@N).

    Ranked twelfth on the earth, NTU has also been placed the area’s exact younger college for the past 5 years. The college’s leading campus is commonly listed among the accurate 15 most attractive tuition campuses on earth and it has fifty seven green Markcertified (reminiscent of LEED-licensed) building initiatives comprising more than 230 structures, of which 95% are certified eco-friendly Mark Platinum. apart from its leading campus, NTU also has a campus in Singapore’s healthcare district. 

    For extra counsel, visit www.ntu.edu.sg.     

    About HP HP Inc. creates technology that makes lifestyles greater for everybody, far and wide. via our product and service portfolio of personal methods, printers and 3D printing options, we engineer experiences that amaze. greater suggestions about HP Inc. is attainable at http://www.hp.com/go/3Dprinting.

    About national analysis basis Singapore  The national analysis basis (NRF) is a department in the prime Minister's office. The NRF sets the countrywide course for research, innovation and business (RIE) in Singapore. It seeks to put money into science, expertise and engineering, build up the technological capability of our agencies, motivate innovation by using industry to make the most new alternatives that drive financial increase, and facilitate public-deepest partnerships to handle country wide challenges. 

    beneath RIE2020, NRF is committed to create enhanced value in Singapore from our investment in analysis, innovation and business through 1) closer integration of research thrusts, 2) stronger dynamic against the superior groups and ideas, 3) sharper center of attention on value creation, and four) superior optimised RIE manpower.

    For greater suggestions, seek advice from www.nrf.gov.sg/RIE2020.

    ahead-looking StatementsThis presentation incorporates ahead-searching statements that contain hazards, uncertainties and assumptions. If the dangers or uncertainties ever materialize or the assumptions show mistaken, the consequences of HP Inc. and its consolidated subsidiaries (“HP”) may also range materially from these expressed or implied by way of such forward-searching statements and assumptions.

    All statements other than statements of old fact are statements that can be deemed ahead-looking statements, together with however not confined to any projections of net income, margins, expenses, advantageous tax charges, web income, internet profits per share, money flows, improvement plan funding, deferred taxes, share repurchases, foreign currency change costs or different fiscal objects; any projections of the volume, timing or influence of cost savings or restructuring and other charges; any statements of the plans, innovations and pursuits of management for future operations, together with, however not restrained to, our sustainability goals,  including the execution of restructuring plans and any ensuing charge discounts, net income or profitability advancements; any statements in regards to the anticipated development, efficiency, market share or aggressive efficiency relating to products or features; any statements related to present or future macroeconomic developments or pursuits and the have an impact on of those developments and movements on HP and its fiscal performance; any statements regarding pending investigations, claims or disputes; any statements of expectation or belief, including with admire to the timing and expected advantages of acquisitions and different business combination and funding transactions; and any statements of assumptions underlying any of the foregoing.

    risks, uncertainties and assumptions encompass the deserve to tackle the numerous challenges dealing with HP’s corporations; the competitive pressures faced by using HP’s agencies; hazards linked to executing HP’s method; the impact of macroeconomic and geopolitical tendencies and pursuits; the need to control third-celebration suppliers and the distribution of HP’s products and the birth of HP’s services with ease; the coverage of HP’s intellectual property belongings, together with intellectual property licensed from third events; hazards associated with HP’s foreign operations; the building and transition of recent items and features and the enhancement of latest products and services to satisfy customer needs and respond to rising technological developments; the execution and efficiency of contracts through HP and its suppliers, consumers, shoppers and companions; the hiring and retention of key employees; integration and different dangers linked to enterprise mixture and funding transactions; the results of the restructuring plans, including estimates and assumptions related to the cost (together with any viable disruption of HP’s company) and the expected benefits of the restructuring plans; the have an effect on of changes in tax legal guidelines, together with uncertainties concerning the interpretation and utility of the Tax Cuts and Jobs Act of 2017 on HP’s tax responsibilities and useful tax price; the resolution of pending investigations, claims and disputes; and different risks that are described in HP’s Annual report on form 10-k for the fiscal 12 months 2017, and HP’s different filings with the Securities and trade fee. HP assumes no duty and does not intend to replace these forward-searching statements. HP’s Investor relations site at http://www.hp.com/investor/home contains a major amount of tips about HP, including monetary and different suggestions for buyers. HP encourages investors to seek advice from its web site once in a while, as assistance is up-to-date, and new tips is posted.

    ©Copyright 2018 HP construction enterprise, L.P. The guidance contained herein is discipline to trade with out notice. The only warranties for HP items and features are set forth within the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an extra warranty. HP shall not be accountable for technical or editorial blunders or omissions contained herein.

    a photo accompanying this announcement is obtainable at http://www.globenewswire.com/NewsRoom/AttachmentNg/9244a652-419c-41cb-9133-7bdfc196299e


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    Designing and Implementation HP(R) EnterPrise Backup Solution

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    This chapter is from the book 

    Remember, a system landscape exists for each mySAP solution—if you deploy R/3, APO, CRM, and PLM, you will in effect be creating four different SAP system landscapes, one for each product. The focus in this and the following few sections, though, is on what one of these system landscapes looks like from a design and planning perspective, for example R/3 alone or APO alone.

    In the most general form, an SAP system landscape consists of SAP instances (installations of the SAP database and application software) and SAP servers. In the Microsoft world of SAP implementations, there is a one-to-one correlation between instances and servers nearly all the time. That is, the Development instance resides on a dedicated Development server, the Test instance resides on a dedicated Test server, and so on. In the world of UNIX implementations, though, multiple instances can be often found on a single "larger" server. For example, both Development and Test instances can reside on a single server. And multiple application instances can be installed on a single server as well.

    Until last year's release of SAP's Multiple Components, One Database (MCOD) initiative, there was a one-to-one correlation between instances and database systems, too, regardless of the Operating System platform. MCOD is beginning to change this, such that a single "larger" database can be leveraged for multiple instances. However, an important difference between MCOD and multiple instances/one server exists—MCOD ties the same type of databases within different SAP system landscapes together. With MCOD, all Development databases used by your R/3, SRM, CRM, and Workplace implementations can be one and the same. Similarly, all Test databases across R/3, SRM, CRM, and Workplace can be bundled together, too, as illustrated in Figure 3.3. Note, however, that in many cases SAP AG frowns on mixing OLTP and OLAP systems, or combining different databases within the same system landscape. In that regard, forcing an MCOD database server to host your R/3 system's Development and Test databases would therefore be unsupported and contrary to best practices.

    Figure 3.3Figure 3.3 A properly architected sample MCOD deployment is displayed for a typical mySAP enterprise consisting of R/3, CRM, SRM, and Workplace.

    As we move forward with our basic understanding of SAP system landscapes, and seek to understand how your SAP solution vision impacts and is impacted by your landscape decisions, my hope is to achieve the following:

  • Note the relative importance and relationship of technology perspectives to our solution vision

  • Understand why each system landscape is important to fulfilling our vision

  • Note how the presence or absence of a particular system within a landscape impacts the other systems and ultimately the overall solution vision

  • All these design and planning approaches I cover tend to come into play in one manner or another across all mySAP implementations. It's how they are weighted or addressed that makes one system landscape different from the next.

    Simplifying Your SAP System Landscape

    After spending time with hundreds of customers and SAP implementations, I think it is safe to say that when all things are equal, the desire to simplify emerges as an important driver. Simplification takes many forms, too. In the case of the SAP system landscape and how it fulfills our SAP solution vision, the desire to simplify manifests itself in any number of ways:

  • First, the pure number of instances will be reduced to the fewest necessary to get the job done "right" for a particular company. An organization focused on simplifying administrative, change management, systems management, operations, and other tasks will deploy a three-system or even a two-system landscape, whereas similar organizations without the same simplification goals can deploy more. There are trade-offs, of course. A system landscape without a dedicated test instance will, for example, be forced to perform testing in the same system used for development. Because of these kinds of limitations, simplification achieved through instance reductions is not as common as it has been in the past.

  • Instead, a more popular approach to simplification seeks to reduce the number of physical servers in a particular system landscape, by installing multiple instances on a single server. Consolidation of instances is becoming quite common in SAP customer environments today, as displayed in Figure 3.4.

  • Figure 3.4Figure 3.4 Multiple SAP instances can be installed and configured on a single physical server, oftentimes reducing both acquisition and systems management costs down the road.

  • Similarly, deploying a shared disk subsystem and tape backup/restore solution also simplifies a very complex piece of the SAP Solution Stack. This is why my colleagues and I have spent so much time in the last two years designing and implementing Storage Area Networks, or SANs—they provide outstanding performance while simultaneously reducing system landscape complexity and allowing expensive resources like enterprise tape libraries to be shared between systems.

  • Another customer of mine shared with me why they went with the WebGUI as opposed to the classic SAPGUI approach to system accessibility—to simplify desktop support and maintenance requirements.

  • Companies that value simplification will also standardize on a particular solution stack option or approach, too, as this simplifies support and maintenance, and minimizes the need for a variety of onsite/reserved spare parts, the time spent in change management activities, and more.

  • Although simplification tends to work in one direction by encouraging a "do more with less" philosophy, our next topic goes the other route in that it purposefully introduces complexity and differences between various systems within a system landscape—high availability.

    High Availability and the SAP System Landscape

    When it comes to high availability, many technology professionals automatically think about what it means to improve the availability of a particular system or hardware component—thoughts of basic HA offerings like clustering or redundancy come to mind. With regard to the broader topic of how your solution vision impacts your SAP system landscape, though, high availability equates to the following:

  • Business-driven requirements—HA offerings and approaches are normally implemented to satisfy specific business-oriented needs, and therefore form an integral part of your overall SAP solution vision.

  • Complexity—HA complicates the SAP system landscape, as HA offerings and approaches tend to only really exist or apply to the Production system and at minimum (hopefully!) another similarly configured system within the landscape.

  • Increased support needs—Because HA offerings are inherently complex, a very real need exists to prepare your SAP support organization in how to install it, update it, manage it, and troubleshoot HA issues.

  • To read more about how business requirements relate to high availability, see "Availability Planning—Documenting Requirements and Key Drivers," p. 167 in Chapter 6.

    Disaster Recovery Considerations

    All companies implement a method of addressing Disaster Recovery (DR), whether or not they actually realize it. Even companies that do not add a dedicated DR system to their system landscape address disaster recovery. That is, their de facto disaster recovery plan simply reflects the challenges and timeframes surrounding rebuilding their SAP system from scratch, restoring from their latest tape backup, and imposing upon their end users to manually rekey any new business transactions lost between the last successful tape backup and the point at which the disaster occurred. This doesn't sound like much of a "plan," of course, but it does represent a baseline against which all other disaster recovery approaches and solutions can be weighed.

    A host of DR approaches are discussed throughout Chapter 6, from those involving disk subsystem data replication solutions, to various clustering solutions, to database and mySAP-specific tactics. But when it comes to sifting the potential layout of your SAP system landscape through your solution vision, two general approaches fall out:

    Both approaches are valid, and the first is more traditional. But I believe that the time and expense related to setting up, configuring, keeping current, and managing your own DR system explains the recent increase in outsourcing I've seen over the last two years.

    To review some of the tasks and considerations inherent to addressing DR internally as opposed to outsourcing it, see "SAP General Availability and DR Best Practices," p. 207 in Chapter 6.

    Companies that outsource the DR component of their SAP system landscape help to preserve their data, and access to this data, in that the outsourcer operates a completely independent data center, typically in a very different geographic location. For smaller and mid-size companies with only a single data center, the expense relief is tremendous. On the other hand, if the DR solution is maintained "in-house," so to speak, it will need to be housed in a separate facility. This alone is sure to drive complexity, cost, and even the architecture and makeup of both the SAP system landscape and its individual systems.

    Addressing Training Requirements

    The SAP system landscape is directly impacted by the potential need to train SAP end users as well as the system's developers and technical support staff. Three different systems come into play, as illustrated in Figure 3.5:

  • A dedicated Training system is often implemented to assist in teaching users new to a particular mySAP component how to actually use the system. This amounts to business-process training as well as SAP user interface training (an excellent alternative to creating multiple training clients on the Test system, which is busy fulfilling integration responsibilities prior to Go-Live—the exact time when end users need to be trained!). To provide the most value to its students, the Training system needs to be an exact copy of Production.

  • A dedicated Technical Sandbox system is extremely useful in helping the SAP Technical Support Organization (SAP TSO) get up to speed on the entire SAP Solution Stack, especially with regard to new components and complex HA offerings (rather than attempting to get time on other systems for what could amount to crash-and-burn testing).

  • A dedicated Business Sandbox or Development Sandbox system allows developers unfamiliar with a particular mySAP component, or faced with integrating multiple components and other legacy systems, the opportunity to do so in a pure testing environment (rather than the real Development system).

  • Figure 3.5Figure 3.5 These SAP training systems support the different needs of different organizations, from end users, to developers and programmers, to technical implementation specialists.

    For details as to how the SAP system landscape satisfies the training needs of both the SAP Technical Support Organization and the production system's end users, see "Training and the Role of the SAP System Landscape," p. 314 in Chapter 9.

    It can represent quite a challenge for the "customers" of one of these training systems to convince everyone that such a system is truly required. In my own experience, I have seen the lack of a Technical Sandbox really hurt an organization in terms of downtime due to botched infrastructure upgrades and changes to DR processes.

    Another colleague of mine has more than once had to strongly push for the adoption of a Training system, too. Such a system allows for extensive informal user testing and practice outside of formally delivered training. He believes that this extra level of hands-on self-directed training is critical because your end-user community is best positioned of all groups to find business-process operational errors and limitations. And of course it is desirable to correct these issues well before Go-Live. But a consultant or even a senior super user is typically not positioned to push the adoption and use of a dedicated Training system. More often than not, it takes the SAP Steering Committee, the project's experienced management team, and the prodding of a knowledgeable SAP Solution Architect to do so. I cannot stress this enough—the risk is huge, in that you do not want to find out too late that not every business scenario works as it did during integration testing (for example, all types of contracts, all types of material movements, all kinds of accounting entries, and so on).

    The Performance-Driven System Landscape

    When it comes to evaluating your solution vision against the layout of your SAP system landscape, it is important to ensure that the performance of the systems meets the needs of their different end-user communities. Most of the time, of course, the focus is on designing, installing, and configuring a well-performing Production system. Performance considerations usually relate back to what an end user will experience while on the system, including

  • Business transaction response times, or how long it takes to refresh your SAPGUI after pressing the Enter key, for example.

  • How quickly a background or "batch" job will execute, otherwise known as throughput.

  • How quickly a report or other query will make it through the system and actually be printed, sometimes called latency.

  • To read more about verifying that a Production system can meet performance expectations, see "Key SAP Stress-Testing Considerations," p. 580 in Chapter 16.

    However, these same performance considerations apply to all of the other systems within the SAP system landscape, too. The Development system, for example, needs to exhibit excellent performance even while 25 or 50 or more developers are banging away at keyboards trying to build your custom mySAP solution. Similarly, your Test system needs to provide the performance necessary to get through integration testing. Even the Training system needs to provide adequate user response times so as to make the actual training experience more than something to be avoided.

    High-performance considerations cover the gamut, touching every facet of every system within the landscape. This means that everything—from the performance of the network connecting each system, to each server's CPU, RAM, and disk configuration, to each system's OS, database, and mySAP component—must be addressed. Starting off on the right foot (with properly sized and configured hardware and software elements) is paramount, of course, but tuning all these solution stack pieces to create a cohesive well-running machine is just as important to achieving excellent performance. Like the weakest link in a chain, a single underperforming solution component will only throttle back the maximum performance otherwise obtainable from your system.

    Driving Scalability into Your System Landscape

    The need for scalability, like high availability and excellent performance, is addressed primarily through the sizing process. Scalability does not pay off up front in terms of improved system availability or better user response times, though. Rather, scalability is all about paying for "headroom" in your system, headroom that is not actually needed at present but might be required in the near future. In other words, scalability addresses future planned and unplanned growth in your system.

    This growth can manifest itself in a number of ways. In my experience in the real world, I have seen the results of unplanned growth hurt companies where scalability was never addressed, as in the following cases:

  • The number of end users increased at one of my new accounts, not due to more hiring than was anticipated when their mySAP.com solution was crafted, but because they unexpectedly acquired their competitor and doubled in size. We had six months to project the delta needed in terms of database and application server processing power and RAM requirements, followed by stress-testing the new design and finally implementing it.

  • More than one of my customers' databases grew so fast that they outstripped the results of their comprehensive three-year database sizing methodology in the first year! In most cases, the system we put in place for these customers was scalable—more disk drives could be added, smaller drives could be swapped with larger ones, and so on. In three cases in particular, though, the database growth was so explosive that a whole new disk subsystem platform needed to be brought in, and the recently acquired current platform retired (or redeployed) years earlier than expected.

  • When databases grow quickly, the tape backup/restore solution implemented often grows less effective as well. I have seen this most often in relatively small SAP implementations, where an initial investment in tape backup technology needed to be tossed in favor of tape solutions that backed up more data per tape cartridge, and did so fast enough to not exceed the customer's backup window (time allotted to perform a backup, which usually equates to planned downtime in the case of offline full backups).

  • It's been a while, but I also had a customer outgrow their network, too. Today, with switched networks and Gigabit Ethernet providing more than adequate bandwidth to every mySAP.com server component, and cheap 10- and 100-Megabit Ethernet prevalent across end-user workstations, there's no excuse for lacking network scalability.

  • Outstripping the capabilities of your current system such that a new platform is needed probably represents a worst-case scenario. Not only does the current Production component need to be replaced, but to support sound change control principles, so does the same component in your Test, Staging, and/or Technical Sandbox environments.

    This is why hardware and software vendors tout things like "highly scalable system architectures," "enterprise versions" of particular Operating Systems and Database Systems, and so on—though not necessarily needed up front, the headroom that these approaches provide helps an organization feel more comfortable if they wind up growing faster than they expected. And hardware vendors in particular can position their SAP clients for improved scalability by practicing the following:

  • Specify server platforms that allow additional CPUs and RAM to be added as needed. In other words, avoid "maxing out" the box.

  • Alternatively, design SAP solutions such that they take advantage of SAP's support for horizontal scalability. This is one of my favorite approaches when it comes to SAP Application, Web AS, J2EE middleware, and ITS servers—I prefer to max them out with regard to processors, with the understanding that an incremental number of servers can be added at any time should the environment grow to require it (interestingly, although SAP has successfully tested a system running more than 160 application servers, it is rare to find customer implementations with more than 10 or 12).

  • Architect a solution for the appropriate level of vertical scalability. In other words, if a two-tier "Central System" (where all SAP software components execute on the same physical server) approach to sizing meets today's requirements, perhaps a three-tier solution will provide for unknown scalability requirements. In a three-tiered architecture, one database server and multiple application servers are configured as a single system image.

  • Architect a highly scalable database platform. As my real-world examples earlier in this list illustrate, this tends to be where a lack of scalability causes the most problems.

  • Hardware and software vendors alike spend a great deal of time "proving" how scalable their offerings are. As a first step, I suggest that benchmarks, customer references/feedback, and the results of tests published through white papers and other technical documents be reviewed by prospective mySAP customers. I also suggest that you begin considering new approaches to scalability. For example, HP's iCOD offering touts "capacity on demand." When a customer buys a server, for instance, it is fully populated with CPUs. The customer pays for only what is needed in the near term, however. Later, if it is determined that more processing power is required, the customer takes advantage of the in-place processors by merely applying for a license; no intrusive field upgrade or service call is required and therefore the need for planned downtime is drastically reduced.

    The TCO-Driven System Landscape

    More than anything else, Total Cost of Ownership (TCO) drives what a solution vision actually looks like at the end of the day, when a mySAP solution is implemented and really being used. Discussions on TCO might instead be labeled Return on Investment (ROI), or might fall under the heading of investment protection. Regardless, a focus on lowering TCO seeks to find less expensive solution-stack alternatives that still meet the needs of the business.

    To read more about the relationship between TCO and your SAP solution vision, see "How the SAP Solution Vision Drives TCO," p. 127 in Chapter 5.

    When all other things are equal, the following points apply from a hardware perspective:

  • A hardware vendor's use of common components like CPUs and memory boards allows flexible sharing of resources between different SAP system landscapes and in some cases hardware platforms, too.

  • Similarly, common disk drive form factors reduce cost of ownership by increasing reusability.

  • Support for hot-pluggable and/or hot-add hardware components eliminates or worst-case minimizes downtime (can include hard drives, tape drives, power supplies, fans, and even RAM and processors).

  • Support for redundant components, like power supplies, disk drives, fans, and so on, also eliminates or minimizes downtime.

  • The ability to run mixed-speed CPUs or RAM in a particular platform protects that investment—CPUs and RAM do not have to be tossed aside when additional processing power or memory is required.

  • Outsourcing your entire SAP infrastructure/operations team is another potential method of reducing TCO. In fact, outsourcing can represent the biggest potential TCO factor that a company will consider. At this level, though, outsourcing becomes more of a strategic business solution that impacts a lot more than simply TCO. True, outsourcing can cut labor costs by 50%, and enhance flexibility of a technical support organization to easily change as business requirements change, but there are drawbacks and disadvantages as well (discussed later in this chapter).

    Another solution vision approach that impacts the SAP system landscape from both a configuration and TCO perspective is the use of an Application Service Provider (ASP). ASPs can drive lower TCO by virtue of their application-specific expertise, above and beyond that provided by in-house staff and traditional outsourcing providers. For example:

  • An ASP can offer a preconfigured solution stack for the particular mySAP solution you want to implement. This is one reason why they look so good from a TCO perspective—design, deployment, manageability, operations, and other cost factors are substantially reduced due to a high level of both standardization and core competencies in the services they provide.

  • ASPs were more or less born out of the dot-com era, and by virtue of this, their data centers enjoy the benefit of fat redundant pipes to the Internet. Thus, mySAP.com applications are well positioned to take advantage of this flexible and powerful accessibility option.

  • ASPs offer interesting financing alternatives, in that they partner with various SAP technology partners to make leasing, pay-as-you-go, and other payment methods available.

  • The ASP provider market shrank over the last few years. The mySAP-focused companies that weathered these hard times seem even better prepared and well-positioned to host SAP solutions, however.

    Security Considerations

    I know of no company that does not envision protecting its corporate computing assets. From a solution-stack security perspective, not all software vendors are created equal, however. Oracle touts its unbreakable database, UNIX vendors tout the robust security features of their operating environments, and so on. In my eyes, security features are very important, but good security is more often about managing and testing changes to a solution stack, by carefully identifying security holes and other weaknesses in new solution stack components before these components ever find themselves in Production.

    However, companies that embrace and act upon the idea of protecting computing assets will prove to be better partners in the long run. This is why I believe that Oracle's focus on security will pay big dividends in terms of slowing the adoption of competing databases. And it is why I believe that the Trusted PC joint Intel, AMD, and Microsoft vision (once labeled by Microsoft as Palladium, and now referred to as the "next-generation secure computing base for Windows") will prove fruitful as well. Its goal is to build security into servers and PCs at a microprocessor level. New initiatives coming out of the Trusted Computing Platform Alliance promise to better secure our processing platforms, ensuring that only authorized applications and program executables can ever be executed by the system, and that all data housed on the system is encrypted so that it is useless to others. To this end, Microsoft considers Trusted PC a significant part of its Trustworthy Computing strategy—we should see something commercially available in this regard by 2004 that applies to server as well as desktop and other computing platforms.

    Manageability Considerations

    No customers of mine have ever started their initial SAP implementation planning discussions with me by saying:

    "George, all that high-availability and performance stuff is fine, but what we really want is a nice manageable system. Can you do that for us?"

    By the time Go-Live looms just over the horizon, though, every single one of them—without exception—has indicated a growing concern for manageability. Sure, it's there on the project plan, and any number of products can be used to support managing your mySAP environment. But the whole field of manageability is more complex and more work than you would imagine. Consider the following:

  • Each layer in the SAP Solution Stack must be managed; the risk of not keeping an eye on a particular layer or solution component affects the uptime of the entire system.

  • Because each layer is so different from the others, it's nearly impossible to find a single management product that can actually monitor and report on more than a few layers, much less the entire stack.

  • Therefore, the next best thing becomes trying to find a product that can at least interoperate successfully with other products.

  • At the end of the day, three, four, or even more tools and utilities must ultimately be fused together to provide a holistic view of a mySAP solution stack. This is challenging, to say the least!

  • To learn exactly how challenging piecing together a management approach can be, see "Systems Management Techniques for SAP," p. 511 in Chapter 14.

    Because of the challenges inherent to managing hardware and software products from a lot of different solution stack vendors, some of my customers have purposely chosen less than "best-of-breed" products for their SAP solutions, so as to minimize the number of software partners involved. Or they have decided to reduce the number of partners and vendors altogether by selecting one of the big enterprise hardware/services vendors. The obvious partners are clear—HP, IBM, and Sun. For example, if you go with HP and choose to implement an rp8400-based server platform with an HP StorageWorks SAN, running HP-UX 11i, and managed by HP OpenView, the challenges inherent to managing four different vendors' products just dropped tremendously. Similar arguments could be made for going with an IBM or Sun solution stack, too—IBM even throws a couple of databases into the mix.

    The System Landscape and Accessibility

    The last area I want to cover with regard to solution vision and the SAP system landscape is accessibility. Many companies over the last three or four years have started with a vision of dumping all application-specific interfaces in favor of browser-enabled solutions, so as to ease the burdens and costs associated with desktop/laptop management while opening up new accessibility approaches like hand-helds and other wireless devices. SAP has supported that vision since 1996, with the advent of Internet connectivity in R/3 3.1G. But only in the last few years have I really seen this take off.

    SAP AG offers quite a few accessibility options today when it comes to mySAP solutions. The classic SAPGUI and its revamped and more capable EnjoySAP SAPGUI represent one end of the spectrum. This approach is safe, very mainstream, and very easy to implement. And the SAPGUI we have today is extremely comprehensive, supporting all mySAP components through a single interface, which is unlike the approach a few years ago where each so-called "New Dimension" product like BW or APO required its own GUI. But the SAPGUI still represents a typical application-specific approach to accessibility; each end user installs the client on their desktop or laptop, or runs the SAPGUI from a network share, and off they go.

    Other accessibility approaches are available, however, as you see in Figure 3.6. The original WebGUI, for example, is based on HTML and provides connectivity via Microsoft's Internet Explorer and so on. And a more recent addition, the JavaGUI, allows native Java-based access to SAP. Both of these approaches fulfill an Internet-based approach to connectivity, and subsequently simplify the desktop (assuming Internet connectivity is a standard desktop offering at your particular company, of course).

    Figure 3.6Figure 3.6 Access to mySAP solutions is quite varied today, ranging from classic and updated SAPGUI options to newer Web-enabled versions.


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    Indian Bank Recruitment 2018: Apply online for 145 Specialist Officer posts | killexams.com real questions and Pass4sure dumps

    NEW DELHI: The Indian Bank, a leading Public Sector Bank, has invited applications for the Specialist Officer SO Posts of Assistant General Manager, Assistant Manager, Manager, Senior Manager, & Other Posts.

    The eligible candidates can apply online through its official website indianbank.in from April 10, 2018 to May 2, 2018.

    Direct link to apply online: http://www.indianbank.in/career.php

    NotificationEnglish: http://www.indianbank.in/pdfs/SOENG.pdf

    Hindi: http://www.indianbank.in/pdfs/SOHIN.pdf

    Official website: indianbank.in

    Important DatesStarting Date to Apply Online: April 10, 2018Closing Date to Apply Online: May 2, 2018Last date for submission of Application Fee: May 2, 2018

    Vacancy Details

    Positions in Information Technology Department / Digital Banking Department

    Post Code Post Role / Domain Scale Vacancy 1 Assistant General Manager System Administrator - AIX, HP-UX, Linux, Windows V 1 2 Chief Manager DBA - Oracle, MySQL, SQL-Server, DB2 IV 2 3 Manager DBA - Oracle, MySQL, SQL-Server, DB2 II 2 4 Chief Manager System Administrator - AIX, HP-UX, Linux, Windows IV 1 5 Manager System Administrator - AIX, HP-UX, Linux, Windows II 2 6 Senior Manager Middleware Administrator - Weblogic, Websphere,JBOSS, Tomcat, Apache, IIS. III 2 7 Chief Manager Application Architect IV 1 8 Manager Application Architect II 1 9 Chief Manager Big Data, Analytics, CRM IV 1 10 Senior Manager Big Data, Analytics, CRM III 1 11 Chief Manager IT Security Specialist IV 1 12 Manager IT Security Specialist II 2 13 Chief Manager Software Testing Specialist IV 1 14 Manager Software Testing Specialist II 2 15 Chief Manager Network Specialist IV 1 16 Senior Manager Network Specialist III 1 17 Manager Virtualisation specialist for VMware, Microsofthypervisor, RHEL(Red Hat Enterprise Linux) II 2 18 Senior Manager Project architect III 1 19 Senior Manager Data Centre Management III 1 20 Manager Network administrator II 2 21 Chief Manager Cyber security specialist IV 1 22 Senior Manager Cyber security specialist III 2 Total 31 Positions in Information Systems Security Cell Post Code Post Role / Domain Scale Vacancy 23 Senior Manager Senior Information Security Manager III 1 24 Manager Information Security Administrators II 3 25 Manager Cyber Forensic Analyst II 1 26 Manager Certified Ethical Hacker &Penetration Tester II 1 27 Assistant Manager Application Security Tester I 1 Total 7 Positions in Treasury Department Post Code Post Role / Domain Scale Vacancy 28 Senior Manager Regulatory Compliance III 1 29 Senior Manager Research Analyst III 1 30 Senior Manager Fixed Income Dealer III 2 31 Manager Equity Dealer II 1 32 Senior Manager Forex Derivative Dealer III 1 33 Senior Manager Forex Global Markets Dealer III 1 34 Manager Forex Dealer II 1 35 Senior Manager Relationship Manager - Trade Finance and Forex III 3 36 Senior Manager Business Research Analyst - Trade Finance and Forex III 1 37 Senior Manager Credit Analyst - Corporates III 1 Total 13 Position in Security Department Post Code Post Role / Domain Scale Vacancy 40 Manager Security Officer II 25 Positions in Credit Post Code Post Role / Domain Scale Vacancy 41 Senior Manager Credit III 20 42 Manager Credit II 30 Total 50 Positions in Planning and Development Department Post Code Post Role / Domain Scale Vacancy 43 Manager Statistician II 1 44 Assistant Manager Statistician I 1 Total 2 Positions in Premises and Expenditure Department Post Code Post Role / Domain Scale Vacancy 45 Manager Electrical II 2 46 Manager Civil II 2 47 Assistant Manager Civil I 6 48 Assistant Manager Architect I 1 Total 11 RESERVATION SCALE TOTAL SC ST OBC UR OC VI HI ID V 1 0 0 0 1 0 0 0 0 IV 9 2 0 2 5 0 0 0 0 III 42 6 3 11 22 1 0 1 0 II 84 12 6 22 44 0 1 1 1 I 9 1 0 2 6 1 0 0 0 PAY SCALE AND EMOLUMENTS Scale I 23700 980 30560 1145 32850 1310 42020 Scale II 31705 1145 32850 1310 45950 Scale III 42020 1310 48570 1460 51490 Scale IV 50030 1460 55870 1650 59170 Scale V 59170 1650 62470 1800 66070

    Age Limit (as on January 1, 2018)

    Post Age Limit Assistant General Manager 30 to 45 years Manager (All Other) 23 to 35 years Manager (Equity Dealer, Forex Dealer, Risk Management, Security Officer, Credit, Statistician) 25 to 35 years Senior Manager (All Other) 25 to 38 years Senior Manager (Regulatory Compliance, Research Analyst, Fixed Income Dealer, Forex Derivative Dealer, Forex Global Markets Dealer, Relationship Manager - Trade Finance and Forex, Business Research Analyst - Trade Finance and Forex,Risk Management) 27 to 38 years Chief Manager 27 to 40 years Assistant Manager 20 to 30 years

    Age Relaxation

    Category Age Relaxation SC/ ST 5 years OBC (Non-Creamy Layer) 3 years Ex-Servicemen 5 years Persons ordinarily domiciled in the state of Jammu & Kashmir during the period January 1, 1980 and December 31, 1989 5 years Persons affected by 1984 riots 5 years Qualification

    Educational Qualification (For Post Code 1, 2,3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21 and 22):a) 4 year Engineering/ Technology Degree in Computer Science/ Computer Applications/ Information Technology/ Electronics/ Electronics & Telecommunications/ Electronics & Communication/ Electronics & InstrumentationORb) Post Graduate Degree in Electronics/ Electronics & Tele Communication/ Electronics & Communication/ Electronics & Instrumentation/ Computer Science/ Information Technology/ Computer ApplicationsORGraduate having passed DOEACC ‘B’ level

    Post Code Additional Qualification Experience 1 Professional level certification inSystem Administration 10 years Experience in maintenance and Administration of Operating Systems, Databases, Backup Management and Data Centre Management 2 Professional level certification in Database Administration 7 years Experience in maintenance and administration of databases likeOracle/ DB2/ MySql/ SQL Server 3 Associate level certification inDatabase Administration. 3 years Experience in maintenance and administration of databases likeOracle/ DB2/ MySql/ SQL Server. 4 Professional level certification in System Administration 7 years Experience in maintenance andAdministration of Operating Systems. 5 Associate level certification inSystem Administration 3 years Experience in maintenance and Administration of Operating Systems 6 Certification in Middleware Solution 5 years Experience in maintenance andAdministration of Middleware. 7 Certification in Software Development & Programming 7 years Experience in application design, code review and Documentation 8 Certification in Software Development& Programming 7 years Experience in application design, code review and Documentation 9 Certification in Big Data/Analytics/ CRM solution 7 years Experience in Analyzing data, uncover information, derive insights and implement data-driven strategies and datamodels in Big Data/ Analytic/ CRM technology 10 Certification in Big Data/Analytics/ CRM solution 3 years Experience in Analyzing data, uncover information, derive insights and implement data-driven strategies and data models in Big Data/Analytic/ CRM technology 11 Certified Information Security Manager/ Certified Information Systems Security Professional 7 years Experience in implementing security improvements by auditing and assessing the current situation; evaluating trends; anticipating requirements and making relevant configuration/strategychanges to keep the organization secure. 12 Checkpoint Certified SecurityExpert /CISCO Certified Security Professional. 3 years Experience in implementing security improvements by assessing the current situation; evaluating trends; anticipating requirements and makingchanges to keep the organization secure 13 Certification in software testing. Experience in Software Testing 14 Certification in software testing. Experience in Software Testing 15 Cisco Certified Internetwork Expert (Switching and Routing). 7 years Experience in Routing and switching. Design and implementation of WAN networks. Experience (a) in routing using Border Gateway Protocol(BGP). (b) Drawing up specifications for procurement of Network devices includingrouters, switches, firewalls 16 Cisco Certified InternetworkExpert (Switching and Routing). 5 years Experience in Routing and switching. Design and implementation of WAN networks. Experience in implementation of NetworkAdmission Control (NAC) 17 Associate level CertificationVirtualization Technology. 3 years Experience in Administrationof systems in Virtualized environment 18 Nil 5 years Experience in conceptualizing, esigning and implementation of High-valueorganization level IT projects 19 It is desirable to have certificationin Data Centre Management. 5 years Experience in Managing DataCentre Operations. 20 Cisco Certified NetworkProfessional (Routing and Switching) 3 years Experience in Network Troubleshooting,Network Protocols, Routers, Network Administration. 21 Certification in Cyber Security froma recognized institution 7 years Experience Managing Cyber SecurityOperation Centre. 22 Certification in Cyber Security froma recognized institution 5 years Experience Managing Cyber SecurityOperation Centre HOW TO APPLY ONLINE
  • Log on to the official website: indianbank.in/
  • Click on "Recruitment to the post"
  • Read the advertisement details very carefully to ensure your eligibility before "Online Application"
  • Click on "Online Application" to fill up the application form online
  • The candidate would be directed to a page where he/she has to click on "Apply Online" (for the first time registration or new registration)/ already registered candidate just need to "Sign In" by using their application number and password sent to their valid e-mail ID/Mobile No. (This is required always for logging in to their account for Form Submission and Admit Card/Call Letter Download)
  • Fill up the application form as per the guidelines and information sought
  • Candidates need to fill up to all required information in "First Screen" tab and click on "SUBMIT" to move next screen.
  • Fill the all details in the application & upload Photo, Signature.
  • Application fee should be paid through Online & then Submit the Form.
  • Take a print out of online application for future use.


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