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P2050-003 | IBM Commerce Solutions Selling Technical Mastery Test v1

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P2050-003 - IBM Commerce Solutions Selling Technical Mastery Test v1 - braindump

Vendor IBM
Exam Number P2050-003
Exam Name IBM Commerce Solutions Selling Technical Mastery Test v1
Questions 25 Q & A
Recent Update February 11, 2019
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P2050-003 exam Dumps Source : IBM Commerce Solutions Selling Technical Mastery Test v1

Test Code : P2050-003
Test Name : IBM Commerce Solutions Selling Technical Mastery Test v1
Vendor Name : IBM
Q&A : 25 Real Questions

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IBM IBM Commerce Solutions Selling

good cloud suppliers 2019: AWS, Microsoft Azure, Google Cloud; IBM makes hybrid circulate; Salesforce dominates SaaS | killexams.com Real Questions and Pass4sure dumps

special feature

The paintings Of The Hybrid Cloud

Cloud computing is insatiably gobbling up greater of the backend functions that power companies. however, some companies have apps with privacy, protection, and regulatory demands that preclude the cloud. here's a way to locate the right mix of public cloud and personal cloud.

study more

The top cloud providers for 2019 have maintained their positions, but the themes, ideas, and techniques to the market are all in flux. The infrastructure-as-a-service wars were largely determined, with the spoils going to Amazon internet services, Microsoft Azure, and Google Cloud Platform, but new applied sciences akin to artificial intelligence and laptop gaining knowledge of have opened the field up to other avid gamers.

in the meantime, the cloud computing market in 2019 can have a decidedly multi-cloud spin, because the hybrid shift by means of players akin to IBM, which is acquiring pink Hat, may change the landscape. This year's edition of the precise cloud computing providers also elements utility-as-a-carrier giants on the way to increasingly run more of your business's operations by way of growth.

One component to word in regards to the cloud in 2019 is that the market is never zero sum. Cloud computing is using IT spending overall. as an instance, Gartner predicts that 2019 global IT spending will boost three.2 % to $three.76 trillion with as-a-provider models fueling everything from information core spending to business software.

in fact, or not it's quite possible that a large enterprise will eat cloud computing functions from each supplier during this guide. The real cloud innovation may be from shoppers that mix and suit right here public cloud companies in exciting ways.

Key 2019 subject matters to monitor among the good cloud providers include:

  • Pricing vigour. Google recently raised expenditures of G Suite and the cloud area is a technology the place add-ons exist for most new technologies. whereas compute and storage features are sometimes a race to the backside, equipment for computer discovering, artificial intelligence and serverless features can add up. there's a good cause that charge management is such a huge theme for cloud computing shoppers--it's arguably the biggest challenge. look for cost management and considerations about lock-in to be big themes.
  • Multi-cloud. A contemporary survey from Kentik highlights how public cloud purchasers are increasingly the use of a couple of vendor. AWS and Microsoft Azure are most frequently paired up. Google Cloud Platform is additionally within the combine. And naturally these public cloud service providers are sometimes tied into latest records center and personal cloud belongings. Add it up and there's a in shape hybrid and personal cloud race underway and that is the reason reordered the pecking order. The multi-cloud strategy is being enabled by virtual machines and containers.
  • synthetic intelligence, web of issues and analytics are the upsell technologies for cloud providers. Microsoft Azure, Amazon web functions and Google Cloud Platform all have identical recommendations to land shoppers with compute, cloud storage, serverless features and then upsell you to the AI that'll differentiate them. corporations like IBM are looking to control AI and cloud features throughout multiple clouds.
  • The cloud computing panorama is maturing rapidly yet fiscal transparency backslides. it's telling when Gartner's Magic Quadrant for cloud infrastructure goes to 6 gamers from more than a dozen. in addition, transparency has become worse amongst cloud computing providers. as an example, Oracle used to get away infrastructure-, platform- and application-as-a-carrier in its monetary studies. nowadays, Oracle's cloud company is lumped together. Microsoft has a "commercial cloud" that is very a hit, but also challenging to parse. IBM has cloud salary and "as-a-carrier" profits. Google doesn't escape cloud revenue in any respect. other than AWS, parsing cloud revenue has turn into more problematic.
  • To that conclusion, we're taking a special strategy to our cloud buying book and breaking the players into the big 4 infrastructure suppliers, the hybrid avid gamers, and the SaaS crowd. This categorization has pushed IBM from being a big infrastructure-as-a-carrier participant to a tweener that spans infrastructure, platform, and application. IBM is greater private cloud and hybrid with hooks into IBM Cloud in addition to other cloud environments. Oracle Cloud is essentially a software- and database-as-a-provider company. Salesforce has develop into about means greater than CRM.

    have to examine
  • 2018 Annual salary: $25.sixty five billion
  • Annual earnings run price in response to latest quarter: $29.72 billion
  • AWS sees 2019 as an investment year, as it ramps its expertise buildout in addition to add earnings personnel. Amazon failed to quantify the greater funding, but mentioned it might replace all over the 12 months.

    On a convention name with analysts, CFO Brian Olsavsky talked about 2018 become a lighter than anticipated year for capital bills. "AWS maintained a extremely effective boom rate and persisted to convey for purchasers," he observed. "2018 turned into about banking the efficiencies of investments in individuals, warehouses, infrastructure that we had put in place in 2016 and '17."

    The cloud provider is the chief in infrastructure-as-a-carrier and relocating up the stack to every thing from the cyber web of things to artificial intelligence, augmented truth, and analytics. AWS is far more than an IaaS platform this present day.  AWS grew forty five % in the fourth quarter -- a clip that has been solid for the closing 12 months.

    When it involves builders and ecosystem, AWS is hard to suitable. The business has a big range of companions (VMware, C3, and SAP) and builders starting to be the ecosystem. AWS is customarily the primary beachhead for business gamers earlier than they extend to a multi-cloud method.

    The massive query is how a long way AWS can extend its attain. AWS can also be a chance to Oracle on databases as well as a bevy of different businesses. by the use of its VMware partnership, AWS also has a strong hybrid cloud approach and may meet commercial enterprise wants multiple approaches.

    AWS' strategy turned into evident at its re:Invent conference. The exhibit featured a barrage of functions, new products, and developer goodies that changed into tough to music. synthetic intelligence is a key area of boom and a core income pitch for AWS as it becomes a machine learning platform. in keeping with 2nd Watch, AWS purchasers are going for these high-increase areas and seeing the cloud issuer as a key cog for his or her computing device gaining knowledge of and digital transformation efforts.

    must examine

    2nd Watch found that AWS' 2018 quickest transforming into services were the following:

  • Amazon Athena, with a sixty eight-% compound annual boom rate (measured by using greenbacks spent with 2nd Watch) versus a 12 months ago)
  • Amazon Elastic Container carrier for Kubernetes at 53 percent
  • Amazon MQ at 37 p.c
  • AWS OpsWorks at 23 p.c
  • Amazon EC2 Container service at 21 %
  • Amazon SageMaker at 21 p.c
  • AWS certificate manager at 20 p.c
  • AWS Glue at 16 p.c
  • Amazon GuardDuty at sixteen p.c
  • Amazon Macie at 15 percent
  • in response to 2nd Watch usage, the most standard AWS capabilities are:

  • Amazon digital deepest Cloud
  • AWS facts transfer
  • Amazon primary Storage carrier
  • Amazon DynamoDB
  • Amazon Elastic Compute Cloud
  • AWS Key management provider
  • AmazonCloudWatch
  • Amazon primary Notification provider
  • Amazon Relational Database provider
  • Amazon Route fifty three
  • Amazon elementary Queue carrier
  • AWS CloudTrail
  • Amazon elementary e mail service
  • additionally: What serverless architecture really capacity, and where servers enter the graphic

    Analytics and forecasting may well be one area value looking at for AWS. As AWS rolls out its forecasting and analytics features, it be clear that the business can turn into extra intertwined with precise enterprise services. 

    aws-forecast-integration.png (picture: ZDNet)

    AWS' attain continues to expand in varied directions, but perhaps the one to monitor the most is the database market. AWS is shooting extra database workloads and has emphasized its consumer wins. A movement to launch a completely managed doc database takes direct purpose at MongoDB. may still AWS catch greater business facts, it may be entrenched for decades to return as it continues to conform functions and sell them to you. 

  • commercial cloud annual earnings run price as of newest quarter: $36 billion
  • Estimated Azure annual income run expense: $eleven billion
  • Microsoft Azure is the solid No. 2 to AWS, nevertheless it's complicated to directly evaluate both agencies. Microsoft's cloud business -- dubbed commercial cloud -- comprises every little thing from Azure to workplace 365 business subscriptions to Dynamics 365 to LinkedIn features. then again, Microsoft's potent enterprise heritage, application stack, and data center tools like home windows Server supply it a familiarity and hybrid strategy that wears neatly.

    msft-q2-2019-commercial-cloud.png

    msft-q2-2019-commercial-cloud.png

    (picture: Microsoft)

    For differentiation, Microsoft has focused closely on AI, analytics, and the internet of issues. Microsoft's AzureStack has been a different cloud-meets-statistics middle effort that has been a differentiator.

    have to study

    CEO Satya Nadella, on Microsoft's 2nd quarter salary convention call, noted the enterprise's cloud unit is honing in on verticals comparable to healthcare, retail, and fiscal services. This strategy comes correct out of the business software promoting playbook. 

    Nadella observed:

    From a mix of capabilities, it starts always with, i might say, infrastructure. So this is the area and the cloud, the infrastructure being used as compute. basically, you might say the measure of a corporation going digital is the quantity of compute they use. So that's the base. Then on desirable of that, of path, all this compute capability it be being used with data. So the statistics property, one of the vital largest issues that occurs, is americans consolidate the information that they've and as a way to reason over it.  and that's where issues like AI features all get used. So we in reality see that course where they may be adopting the layers of Azure.

    conveniently put, Microsoft is selling a big range of cloud items, nonetheless it's tough to get away application-as-a-service versus Azure, which would extra without delay compete with AWS.

    Macquarie estimates that Azure revenue in Microsoft's fiscal 2nd quarter turned into $2.75 billion for an annualized run fee of about $11 billion. Sarah Hindlian, an analyst at Macquarie, pointed out in a research observe:

    Microsoft has been in a position to differentiate Azure in several vital ways, such as the enterprise being both enterprise friendly and aggressive in layering in pleasing and incremental functions equivalent to artificial Intelligence, Azure Stack, Azure Sphere, and a huge center of attention on area computing and more superior and complicated workloads.

    certainly, Microsoft's capability to target industries has additionally been a win. above all, Microsoft has received over tremendous retailers that do not want to associate with AWS seeing that they compete with Amazon. Microsoft also began highlighting more consumer wins including gap in addition to Fruit of the Loom.

    That take was also echoed elsewhere. Daniel Ives, an analyst at Wedbush, talked about AWS is still the big dog, however Microsoft has some pleasing merits in the field -- certainly a robust corporation and floor online game. Ives wrote:

    whereas Jeff Bezos and AWS continue to evidently be a major drive in the emerging cloud shift over the arrival years, we consider Microsoft with its military of companions and dedicated sales drive have an important window of probability in 2019 to convert businesses to the Azure/cloud platform in response to our contemporary in-depth discussions with companions and valued clientele.

    easily put, Microsoft can couple Azure with its other cloud capabilities reminiscent of workplace 365 and Dynamics 365. With Azure, Microsoft has a well-rounded stack, starting from infrastructure to platform to functions to run a enterprise.

    should study
  • Annual profits run fee: $four billion+
  • Google Cloud Platform has been profitable bigger offers, has a new leader with Oracle veteran Thomas Kurian and is considered as an outstanding counterweight to AWS and Microsoft Azure. besides the fact that children, Google isn't divulging annual income run fee or providing tons suggestions on its cloud financials.

    On Google's fourth quarter profits convention name, CEO Sundar Pichai stated numerous facts features for Google Cloud Platform (GCP). youngsters, analysts have been pissed off by way of the inability of income disclosed. To kick off 2018, Pichai said Google's cloud income changed into $1 billion a quarter evenly cut up between G Suite and GCP.

    In 2019, Pichai held again on his run rate chatter, so it be doubtful no matter if GCP is gaining on AWS or Azure or simply growing to be because the normal cloud pie is growing. above all, Pichai outlined the following:

  • The number of Google Cloud Platform (GCP) offers value more than $1 million doubled.
  • The number of multiyear contracts doubled. "We're getting large wins, and that i seem ahead to executing here," mentioned Pichai.
  • G Suite has 5 million paying purchasers.
  • there's an uptick within the variety of deals worth more than $100 million.
  • CFO Ruth Porat stated:

    GCP does continue to be one of the vital quickest-growing organizations throughout Alphabet. As Sundar stated, we now have doubled the variety of GCP contracts enhanced than $1 million. We're additionally seeing early first-class uptick in the number of deals that are better than $one hundred million, and in fact pleased with the success and penetration there. At this factor, not updating further.

    Add it up, and GCP seems to be a great No. 3 to AWS and Azure, however how far-off it falls behind these two is still to be seen. Wall road firm Jefferies is predicting that GCP will profit share over time.

    cloud-estimated-market-share-0818.png

    cloud-estimated-market-share-0818.png

    (graphic: Jefferies)

    One stream that could increase Google's cloud salary is a flow to increase G Suite expenses for some clients. G Suite, which competes at once with Microsoft's office 365, is elevating its expenses for the first time. G Suite simple will raise expenses from $5 per person per thirty days to $6. G Suite enterprise will go from $10 per person per thirty days to $12. in keeping with Google, G Suite business, which runs $25 per user a month, isn't impacted by using the expense boost.

    Competitively, the pricing strikes are in accordance with workplace 365.

  • Annual revenue run cost: $3.eighty five billion
  • Alibaba is the leading cloud company in China and an choice for multi-national businesses constructing infrastructure there.

    In its December quarter, Alibaba delivered cloud profits boom of 84 % to $962 million. The business has rapidly added valued clientele and is currently within the cloud buildout part. To wit:

    Add it up, and Alibaba has a powerful domestic-field abilities in China, but it additionally has global ambitions. Alibaba launched 678 products within the December quarter. Relationships with the likes of SAP are likely to put it on the radar for extra corporations with operations in China.

    whereas the massive cloud suppliers add greater to their stacks with AI as the differentiator, there's a market being carved out to manipulate numerous cloud suppliers. This crowd of cloud avid gamers used to center of attention on hybrid structure to bridge records centers with public service providers, however now aim to be the infrastructure management aircraft.

    also: What Kubernetes in reality is, and how orchestration redefines the information center

    analysis by means of Kentik highlighted how the most general cloud combination became AWS and Azure, however there are customers working in Google Cloud Platform, too. based on the Kentik survey, 97 percent of respondents pronounced their agencies use AWS, however 35 percent also noted they actively use Azure too. Twenty-4 % use AWS and Google Cloud Platform together.

    kentik-report-2019.png

    kentik-report-2019.png

    (photograph: Kentik)

    also: What a hybrid cloud is within the 'multi-cloud era,' and why you may also already have one 

  • Annualized as-a-provider run expense: $12.2 billion
  • IBM's cloud approach and its approach to AI have a whole lot in average. large Blue's plan is to permit customers to manage distinct techniques, services and suppliers and develop into the administration console. IBM desires to be part of your cloud environment as well as assist you run it. In 2018, IBM launched OpenScale for AI, which is designed to manage numerous AI equipment doubtless offered by the essential cloud suppliers. IBM additionally launched multi-cloud tools. believe of IBM as the Switzerland of cloud adoption and computing functions concepts.

    The flow through firms to make use of diverse public cloud providers is pleasing and offers the reason for IBM's acquisition of pink Hat for $34 billion. IBM has its own public cloud and should deliver everything from platform-as-a-carrier to analytics to Watson and even quantum computing via it, but the massive bet is that large Blue with purple Hat could make it a number one cloud administration participant. For its half, IBM is taking its core intellectual property -- Watson, AI administration, cloud integration -- and supplying it through distinctive clouds.

    The red Hat acquisition is a gamble the farm flow by means of IBM. It is still to be considered how the IBM and purple Hat cultures come together. On the vibrant aspect, the two companies have been hybrid cloud partners for years.

    have to examine

    indeed, IBM CFO James Kavanaugh on the business's fourth quarter salary convention call reiterated the red Hat reasoning and cited large Blue is seeing extra deals for IBM Cloud private and its strategy to "hybrid open" cloud environments. Kavanaugh added:

    Let me pause right here to remind you of the cost we see from the aggregate of IBM and purple Hat, which is all about accelerating hybrid cloud adoption. The customer response to the announcement has been overwhelmingly wonderful. They keep in mind the vigour of this acquisition and the aggregate of IBM and purple Hat capabilities in helping them movement past their preliminary cloud work to in fact moving their company functions to the cloud. they are worried about the comfy portability of facts and workloads throughout cloud environments, about consistency in administration and protection protocols throughout clouds and in averting dealer lock-in. They take into account how the aggregate of IBM and purple Hat will support them handle these considerations.

    additionally: The AI, computing device researching, and statistics science conundrum: Who will control the algorithms? 

    IBM's as-a-provider revenue run fee exiting the fourth quarter became $12.2 billion to make it a strong cloud issuer, however not comparable to the likes of AWS and Azure nowadays. it's rather possible that the recommendations of the entire colossal cloud suppliers sooner or later converge.

    the new hybrid and multi-cloud landscape could be one of the vital greater vital things to watch within the cloud wars for 2019. 

    here are some key players to consider:

    VMware: It is part of the Dell technologies portfolio, and it has had ordinary facts centers within the fold for years. The enterprise emerged as a virtualization seller and then adopted every thing from containers to OpenStack to whatever thing else emerged. perhaps, the choicest movement for VMware turned into its tight partnership with AWS. This hybrid cloud partnership is a win-win for both events and both businesses have endured to construct on their preliminary efforts. The partnership is so wonderful that VMware is helping to convey AWS on premises. To wit:

    Of direction, VMware also has its vRealize Suite, vCloud Air, VMware HCX, Cloud management Platform, vSphere, and networking products.

    Dell applied sciences and HPE: both of those providers have multiple items to operate records centers and are plugging into cloud suppliers. 

    HPE's plan boils down to multi-cloud, hybrid infrastructure that extends to the area.

    hpe-growth-plan-fy-19.png

    hpe-growth-plan-fy-19.png

    (photograph: HPE)

    after which, there's Cisco, which by means of acquisitions has developed out a large software portfolio. Cisco outlined a data center anywhere vision that revolves around plugging its application centric infrastructure (ACI) into assorted clouds. No be counted the way you slice the hybrid cloud game, the conclusion state is a similar: distinctive providers and personal infrastructure seamlessly connected. Cisco additionally has partnerships with Google Cloud. Kubernetes, Istio, and Apigee serve because the glue within the Cisco-Google effort.

    while the hybrid cloud market was generally panned as legacy vendors cooking up new how you can sell hardware, the brand new multicloud world has more acceptance even among the many former upstarts who wanted to show the likes of IBM, VMware, Dell, and HPE into dinosaurs.

    The SaaS market also highlights how carriers and their altering suggestions and acquisition plans make cloud classification more intricate. within the 2018 edition of our cloud rankings, Oracle turned into lumped into the AWS, Azure, and GCP crowd mostly because it become making an attempt to play within the IaaS market.

    whereas CTO Larry Ellison still seems to be smitten by AWS, Oracle is virtually a utility- and database-as-a-service enterprise. perhaps Oracle's efforts to automate the cloud and prepare dinner up next-gen infrastructure pay off, however for now, the company is basically about application. Salesforce by way of the acquisition of MuleSoft has additionally changed its stripes a bit of and introduced an integration spin to the cloud method (and even slightly of usual utility licensing). SAP has grown into a large cloud participant and Workday has opened its ecosystem.

    masking each SaaS participant is beyond the scope of this overview, but there are a group of carriers that may well be called SaaS+. These cloud carrier providers prolong into systems and all of these companies have multiple SaaS items that may run your company.

  • Annual cloud features and license guide earnings run price: $26.four billion
  • ERP and HCM annualized earnings: $2.6 billion
  • In Gartner's 2018 Magic Quadrant for IaaS, the research enterprise narrowed the box to just cloud agencies. Oracle made the cut. It wouldn't be spectacular if Oracle become reclassified in 2019 out of the infrastructure race.

    Let's get precise: Oracle is a SaaS company and there's no disgrace in that. definitely, Oracle is damn decent at the SaaS online game and has everything lined from small- and mid-sized businesses by means of NetSuite to colossal agencies migrating on-premise software to the cloud.

    however the precise differentiation with Oracle is its database. The enterprise has a large installed base, an autonomous database that goals to get rid of grunt work and the competencies to position its technology on more clouds beyond its own. Oracle is pitching itself as a Cloud 2.0 player.

    For now, Oracle is just a little obsessive about AWS. trust:

    Andy Mendelsohn, executive vice chairman of database server technologies at Oracle, talked about it's very early in the cloud migration of databases. "within the SaaS world it's a mature market the place business consumers have authorized they could run HR and ERP within the cloud," he stated. "Database in the cloud has little or no adoption."

    Mendelsohn referred to what Oracle sees extra of is purchasers the use of functions like Cloud at customer and a personal cloud approach to relocating databases. Initiatives like Oracle's autonomous database could be more about a private cloud method, he pointed out.

    amongst smaller corporations, databases are more common in the cloud because there may be much less investment mandatory.

    "The big battleground will revolve around the information. it be the core asset at each enterprise accessible," he stated.

    Cloud at customer is a component of how Oracle sees its multi-cloud strategy. Analysts have raised concerns that Oracle may still run its application and databases on extra clouds.

    Following Oracle's 2d quarter revenue in December, Stifel analyst John DiFucci spoke of:

    whereas we continue to think Oracle is neatly-located in the SaaS market, we continue to be more cautious around PaaS/IaaS, both in terms of top-line earnings and associated cap-ex implications.

    while there is no doubt in our mind that Oracle's installed base is extremely relaxed, we believe that a big component of internet new database workloads are going to non-Oracle structures (hyperscale solutions, NoSQL, open source, and so on).

    We stay cautious on Oracle's IaaS efforts and support the suggestion of Oracle expanding help for different clouds.

    Mendelson pointed out that Oracle has labored with distinctive dealer ideas right through its history, so it be now not tons of a stretch to peer multi-cloud emerge over time.

  • Annual cloud salary run fee:$14 billion
  • sales Cloud annual earnings run expense: $4 billion
  • provider Cloud annual earnings run rate: $three.6 billion
  • Saleforce Platform & other annual salary run fee: $2.eight billion
  • advertising and Commerce Cloud annual revenue run price: $2 billion
  • Salesforce begun as a CRM company two decades ago and has accelerated into every little thing from integration to analytics to marketing to commerce. Woven throughout the Salesforce clouds are add-ons reminiscent of Einstein, an AI system.

    comfortably put, Salesforce desires to be a digital transportation platform it really is concentrated on fiscal 2022 intention of earnings between $21 billion to $21 billion.

    Most cloud companies -- public, deepest, hybrid or otherwise -- will tell you the online game is taking pictures data below administration. Salesforce also sees the promise of being the facts platform of list.

    salesforce-portfolio.png

    salesforce-portfolio.png

    (image: Salesforce)

    Enter Salesforce's client 360. The master plan is to make use of consumer 360 to allow Salesforce valued clientele to connect all their records into one view. The theory is rarely exactly long-established, but Salesforce's argument is that it may execute enhanced and put the client at the middle of the statistics universe.

    Add it up, and Salesforce is becoming a platform wager for its purchasers. Salesforce co-CEO Keith Block said the company is landing greater deals worth $20 million or extra and these days renewed a nine-figure win with a fiscal features enterprise. Marc Benioff, co-CEO and chairman, said that Einstein AI is being delivered into all of the business's clouds.

    should read

    Salesforce has also partnered smartly with the likes of Apple, IBM, Microsoft (in some areas), AWS, and Google Cloud.

    The go-to-market approach for Salesforce revolves around selling assorted clouds and setting up trade selected purposes such because the company's economic functions Cloud.

    Block stated:

    I've traveled world wide assembly with greater than a hundred CEOs and world leaders. The dialog is consistent all over i am going. it's about digital transformation. or not it's about leveraging our expertise. it's about our subculture, and it's about our values. This C-stage engagement is translating into greater strategic relationships than ever.

    For 2019, there is little on the radar -- short of a extensive financial downturn -- that would derail Salesforce's momentum. yes, Oracle and SAP remain fierce opponents with the latter actively pitching its next-gen CRM device, but Salesforce is considered as a digital transformation engine. Microsoft is a further competitor price staring at, due to the fact that it also wants to present a single view of the consumer. Dynamics 365 is becoming greater aggressive with Salesforce. With its advertising Cloud, Salesforce competes with Adobe. As Salesforce continues to expand so will its competitive set.

    greater on Salesforce:
  • Annual cloud subscriptions and aid revenue: €5 billion
  • Annual cloud income run price: €5.64 billion
  • SAP has a sprawling cloud application enterprise that runs from ERP and HR to charges (Concur) in addition to Ariba. The enterprise is primary business application, however purchasers are migrating to the cloud. SAP's approach rhymes with Oracle's method, but there's a key difference: SAP will run on distinctive clouds.

    CEO invoice McDermott mentioned the SAP cloud partners on the company's fourth quarter profits call. "SAP has mighty partnerships with Microsoft, Google, Amazon, Alibaba, and others to embody this price advent chance," he spoke of. "purchasers can run on-premise, in a personal cloud or in the public cloud. or not it's their choice."

    sap-qualtrics-combo-2.png

    sap-qualtrics-combo-2.png

    (picture: SAP)

    The SAP cloud lineup carries right here:

  • SAP S/4HANA Cloud
  • SAP SuccessFactors
  • SAP Cloud Platform, statistics Hub (which can be hybrid plays)
  • SAP C/four HANA
  • business community utility (Ariba, Concur, and Fieldglass)
  • within the conclusion, SAP is a mixture of traditionally licensed software and cloud versions. CEO bill McDermott also outlined some big increase dreams. For 2019, SAP is projecting cloud subscription and help salary between €6.7 to €7.0 billion.

    Going ahead, SAP is projecting cloud subscription and assist salary of €8.6 to €9.1 billion. through 2023, SAP desires to triple cloud subscription and guide revenue from the 2018 tally.

    more on SAP:
  • Annual cloud income run rate: $three billion
  • Workday made its identify with human capital management, extended into financials and ERP, and is including analytics by the use of a sequence of acquisitions.

    earlier than AWS grew to become an Oracle obsession, Workday became a main target of Larry Ellison's rants. those verbal barbs from Ellison became a tell that Workday was faring neatly.

    Most of Workday's earnings derives from HCM, but the enterprise is beginning to promote financials along with it. In other words, Workday is making an attempt to increase that multi-cloud playbook that Salesforce has going. That talked about, Workday also has a lot of runway for HCM. Workday hasl half of the Fortune 50 as purchasers and about forty percent of the Fortune 500.

    The analytics enterprise for Workday is being developed by the use of acquisition. Workday received Adaptive Insights, a business planning participant, and may goal analytics workloads.

    while Workday fared well on its own, the business become sluggish to broaden its ecosystem and run on infrastructure from the general public cloud giants. Workday has spread out to allow valued clientele to run on AWS and that's the reason a large move that might pay dividends in the future.

    The business also launched the Workday Cloud Platform, which allows valued clientele to put in writing purposes inside of Workday by means of a set of application programming interfaces. The Workday Cloud Platform, launched in 2017, makes its platform extra flexible and open.

    In 2019, that you can expect Workday to explore growth ito more industries beyond education and executive. Healthcare may well be an option for a broader effort.

    Robynne Sisco, CFO of Workday, observed at an investor convention in December:

    in case you consider about expanding when it comes to industry operational programs, there's truly lots that we may do going ahead. We might do retail. We may do hospitality. As of right now, we've received loads of issues we're working on. So we're staying where we're. but trade does become very vital in the event you discuss selling financials.

    Workday is additionally focused on greater mid-sized organizations with Workday Launch, a hard and fast-price, preconfigured application kit.

    The aggressive set for Workday is Oracle and SAP for HCM and Financials. also watch Salesforce, which is a Workday partner and competencies foe in the future. an additional wild card for Workday could be Microsoft, which is integrating LinkedIn greater for HR analytics.

    more on Workday: greater on cloud administration: more on seller administration: extra on web of things: more on cloud vs information core:

    Sitecore® broadcasts international Partnership with IBM iX to permit leading net content administration, Commerce, and advertising options | killexams.com Real Questions and Pass4sure dumps

    Sitecore®, the  chief in digital event management application, these days announced a brand new international partnership with IBM iX, some of the world's biggest digital corporations and global company design partners. The partnership will make purchasable to purchasers Sitecore’s leading net content material management, commerce, and advertising options via IBM iX designers, know-how experts, and industry strategists in forty IBM Studios global. 

    The extended partnership brings together the entire breadth of IBM iX’s capabilities to capitalize on the starting to be demand for digital advertising and marketing capabilities that create highly-personalised consumer experiences throughout all digital touchpoints. 

    Matthew sweet, global leader, IBM iX, cited that “customer journey is the key strategic aim of many groups and core to those groups’ capability to seriously change. i'm very excited that we're expanding out our existing relationship with Sitecore into a global partnership, as they develop into a vital player in our ecosystem of partners.” 

    As a global Platinum accomplice in the Sitecore solution issuer software, IBM iX provides the area-classification consulting, design, building and implementation services required to install solutions on the Sitecore platform and convey splendid outcomes for purchasers. Matched to Sitecore’s leading digital adventure administration capabilities, firms can deliver conclusion-shoppers with seamless, omnichannel experiences to drive differentiation, promote business transformation, and raise income and customer lifetime cost. The IBM iX and Sitecore partnership is further empowered with most effective practices and accelerators, as neatly as the skill to leverage the vigor of IBM Cloud and IBM Watson expertise. IBM iX also brings to endure the unparalleled skills of Bluewolf, an IBM company, developing experiences with Salesforce, with whom Sitecore has a strategic alliance. 

     


    IBM Blockchain Assists Groundwater Pilot in Drought-inclined California | killexams.com Real Questions and Pass4sure dumps

    IBM and two other businesses will marry blockchain and IoT to support manipulate groundwater utilization in an “at-risk” Californian aquifer.

    Aimed to enrich sustainable use of the key water useful resource, IBM announced Friday that California’s Sacramento San Joaquin River Delta could be tracked in “precise-time” through a joint effort between the Freshwater trust, a u.s.a.based mostly nonprofit working to retain and fix freshwater ecosystems, and SweetSense, a issuer of web of issues (IoT) sensors for the development sector.

    The Sacramento-San Joaquin River Delta covers 1,one hundred rectangular miles and gives water to the San Francisco Bay area and coastal and southern California.

    The challenge is being collectively funded by means of the Water groundwork and the Gordon and Betty Moore groundwork, and may also get hold of analysis support from the college of Colorado Boulder, IBM said.

    For the effort, IoT sensors will transmit water extraction facts to satellites, after which it will be recorded on the IBM Blockchain Platform hosted in the IBM Cloud. It also makes use of sensible contracts to instantly execute transactions when definite circumstances are met.

    “through a web-based mostly dashboard, water patrons, including farmers; financers and regulators will all be capable of monitor and track using groundwater to display how sustainable pumping levels can also be completed in the course of the trading of groundwater use shares within the State of California,” IBM defined.

    as an example, if a farmer turned into no longer planning on watering their land for a season, they could change or promote water credit on the blockchain to an additional farmer.

    SweetSense is already monitoring the groundwater materials for “over 1,000,000” individuals in Kenya and Ethiopia through IoT sensors and will be mirroring the same equipment in California, its CEO Evan Thomas pointed out.

    in accordance with Dr. Solomon Assefa, vp for emerging market options and director at IBM analysis – Africa:

    “With the addition of the blockchain we are able to bridge essential have faith and transparency gaps making it viable to build a sturdy, scalable and comparatively cheap platform for managing precious groundwater substances any place on the planet.”

    IBM delivered that the pilot project comes as the influence of California’s Sustainable Groundwater management Act (SGMA), which become signed into law in 2014. The act mandated developing groups and organizations to be certain a plan is in vicinity to make native groundwater utilization sustainable.

    Sacramento San Joaquin River Delta photo courtesy of IBM


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    3 Years, 2 Days and 6000 Views on the Blockchain | killexams.com real questions and Pass4sure dumps

    It’s been a full week since I found my self in the hot seat of #consensus2017 #hackathon learning a brand new technology and challenging myself to create a viable proof of concept to demonstrate to a group of very smart and passionate blockchainers. Today, I will tell you the story of what lead me there, my experience, and what I learned about​ innovation along the way.

    The Itch

    By day I masquerade as an IT Management Consultant, helping folks figure their way out of technical pickles. Because OSHA demands a lunch break, it means I get a captive audience to practice my skills as an Evangelist -telling anyone who makes eye contact with me (or not) or sits next to me (or not) about the “coming of the blockchain” and how it will revolutionize the world of business, finance, and technology. That’s my romanticized way of saying to you — the reader — that everyone at work knows not to engage me on this topic unless they are willing to spend some serious time debating, going down rabbit holes, and testing future predictions about the market for blockchain or digital ledger technology.

    I have been tolling the virtues of bitcoin and now blockchain — sharing in my ups and downs (Mt Gox, The DAO, various exposure to scams and ponzi schemes) — for 3 years now. My story is like most folks who found their passion for this space. It goes like this:

  • I heard about it (U.S. Senate hearings; circa EOY 2013)
  • I doubted its value
  • I investigated it (Byzantine Generals Problem…solved)
  • I got hooked once I understood the breakthrough
  • I dived in financially (foolishly at first)
  • I became a believer (positive experiences outweighed the negative ones)
  • I had to tell others
  • By the end of 2015, colleagues started listening and I found a group of fellow blockchain believers to share stories and articles with. We formed a task force and started focusing on bitcoin’s impact to payments at the time. By EOY 2016 we had hosted our first Disruption event in a very upscale setting at the Chicago Athletic Association. I spoke on a panel there with colleagues and key players from our city — Rumi Morales, Jochen Renz, David Ripley, and Conrad Barski. During that event, we were able to coax a few attendees into downloading a wallet to their phone, receiving some bitcoin, and sending some bitcoin. Considering the nature of the crowd (C-level execs mostly) we considered it a success that we got between 7–10 folks and a bunch of skeptical bystanders to watch as we instantly “downloaded money” and swapped it back and forth during the reception and transition times. It was a great way to witness first-hand how the virtues and limitations of the technology became apparent to people for the first time as they used it. The experience left an indelible impression.

    Fast-forward to 2017 and banks for the most part don’t seem to be reaching out to their traditional consulting channels for help with blockchain. Instead, they have opted to buy the R&D pie, splitting their efforts and attention between several consortiums (i.e. R3, Enterprise Ethereum Alliance, Hyper Ledger Foundation), or rolling their own versions of blockchain implementations built from / informed by their experience with Ethereum (e.g. Quorum, Axoni, Chain). Financial institutions seem to have effectively and unanimously said — “This is a private affair, and we will talk about it on our own terms”. I suppose it doesn’t help that even still today when I mention “blockchain” or “Bitcoin" outside of my smaller technical circles, I get the nose crinkle look. “What’s that?”. Why should they know? As things stand today, I still don’t have an option to “Pay with Bitcoin” when I take a cab across the loop. This lack of broad social awareness (pressure) effectively gives the financial services industry a decent amount of runway to experiment on their own time. Back at work I could also see the effect in “the lunch room” some early believers were starting to doubt the “message” and real potential of the technology, while others were simply less excited. I consume a lot of news regarding blockchain as a trader, miner, and researcher — so all I could see was the “obvious” green lights:

  • Banks are taking this technology seriously
  • The SEC is considering an ETF for bitcoin
  • Initial Coin Offerings are becoming increasingly successful (Gnosis, Blockchain Capital, Golem, BAT)
  • Countries that were anti-bitcoin are now very pro (e.g. Australia, Russia)
  • Having a world view does not always give you an advantage when local sentiment and education is lagging. This has been the case in the Midwest as opposed to Switzerland (home of Ethereum) or Singapore (home of the Initial Coin Offering). For comparison, we held our first Chicago Blockchain Conference in December 2016 and the room was small enough to host a crowd of less than 100. During that conference, the Illinois Blockchain Initiative was announced, and Rumi Morales encouraged us to “build blockchain companies” and to represent the spirit of Chicago: the legacy of trade and commerce by which this city has been historically associated. Nevertheless, pro blockchain sentiment was either falling or skepticism was rising at work.

    Having consumed Coindesk news since my early days of interest in the topic— stretching out from the bitcoin reddit channel into more mainstream outlets that covered more than just bitcoin news— I was keenly aware of the notoriety associated with past consensus conferences and hackathons. And so, I decided within myself over the coming weeks (as I watched the counter tick down and the price of the conference rise in $500 increments as the event got nearer) that I was NOT missing it this year. I opened up my wallet and burned a small fortune in Proof of Labor tokens ($USD) to secure my spot.

    The Call

    While registering for the event, I casually filled out an application to attend the hackathon taking place on the Saturday and Sunday prior to the conference. They made it clear that they were only accepting 170 participants, and because you would never know from looking at my github repo that I’ve ever written a stitch of code (I have written many stitches thank you very much), I was all but convinced that I had the same chance of winning the lottery.

    Three days before the conference I get a message in my inbox telling me I’ve been accepted into the hackathon. I was already excited to go to the conference, but seeing that message sent me over the top. Against the odds, I was getting a very rare opportunity to participate in an event that is well known, in a space that I love, and has inspired numerous developers to build blockchain solutions and companies. I immediately secured an earlier flight and made additional hotel arrangements.

    Thankfully, due to preparation for an upcoming talk at another event, I had what I thought was a pretty solid idea for an Internet of Things + Healthcare + Blockchain demonstration that I hoped would make for a great exploration of alternative use cases for blockchain / DLT technology. Knowing that most of my clients are very sensitive to regulatory compliance, it seemed IBM’s blockchain — Hyperledger Fabric V1 (HLFV1)- would make the best fit due to it’s various privacy options and ability run multiple channels (private blockchains / ledgers). There was only one problem — my knowledge was book knowledge. I knew nothing hands-on about this product. My prior blockchain smart contract experience had been with Ethereum. In reaching out to my team, I got a mixed bag of responses. Folks were happy for me but still very much in the “show me” state of mind regarding blockchain. I did a writeup explaining the approach in detail and my choice for IBM’s tooling. At some point toward the end of the day on Wed, one of my comrades finally verbalizes the “skepticism” that I can feel lurking between the lines of this broad email thread. “It might not be a good look to do this hackathon alone, or attempt to represent the firm. What if another competitive firm is there and does a better job?”. Being a participant in other security related hackathons, his opinion carried weight with the other recipients on the thread, and sometimes that’s all it takes to kill support. Things effectively went dark from there. I replied that I resonated with the sentiment (fear of failure) and that it was not my goal to cause embarrassment to the firm. I acknowledged that I would be smart about it, survey the field, and decide on my game plan once I arrived.

    By Thursday morning— a day before flying out to NYC for the hackathon, my mind is racing over the details of my demo. In addition to the realization that I would effectively be going it alone at the hackathon, I am also preoccupied and concerned about a buddy of mine who has recently lost his mother unexpectedly. Having to fly out and make arrangements — as the eldest son — I was worried about all the work ahead of him to manage her estate and plan a funeral. When life throws a curve ball like that you start to ponder your own readiness for that “blessed day”. For me, I realized that in a digital world, all of my important information really exists in my digital “file cabinet” (email). I asked my friend about how he would deal with the house, and the solution seemed pretty simple — report the death certificate to the state, and the lender will be notified. At that point it becomes a process of either assuming ownership or listing the property for sale. It occurred to me that we have no clear-cut, similar analogy for dealing with our virtual assets— like email. What would happen to his mom’s virtual file cabinet? With that thought came an epiphany — what if we had a digital marker for identity that was separate from email? This would effectively make email a commodity that you could sell back to the service provider or on the open market. As a blockchain implementation, having a name registry similar to what exists now for web site domains would make it easy to track who owns the address and service providers could decouple the address from the content itself. Going over the architecture, I realized that this concept was a bit controversial, but also simpler to implement than the original idea that I had for wearables and healthcare. It seemed the perfect candidate for a hackathon project — something that tests the limits of existing thought around data and information systems.

    For two days I wrestled with my choice of design for the blockchain protocol (Ethereum vs. Hyperledger), until committing to the latter — mainly to avoid the added complexity of budgeting for gas that would be needed to register (create) email accounts to the registry and purchase them on the market (transfer). This decision meant that I had to parse through pages of IBM documentation and figure out by 2:00am Saturday morning — thanks 100% to Simon Stone (human+developer extraordinaire) — that Hyperledger Composer is a new, alternative approach to building smart contracts directly into Hyperledger Fabric V1 using Chaincode. The frustration and lack of sleep were worth it as I discovered that HyperLedger Composer streamlines the developer’s focus to building a singular model that helps them define assets, privacy rules, and transactions in a very succinct template — all riding atop Hyperledger Fabric through a special Chaincode contract interface. Composer comes complete with an online test bench and local download which you can use to deploy your implementation to IBM Bluemix’s cloud-hosted instance of HLFV1. Brilliant and super time-saving! These are attributes that every enterprise needs as part of their devOps toolkit to limit ramp up time for new resources and avoid maintenance of what we call “boilerplate code” — low level plumbing code that you to write +reuse over and over again for every implementation. Hyperledger Composer takes care of the boilerplate code for you. Microsoft has been great at providing solutions like this. My background is in .Net development before becoming a SharePoint Architect, so the pattern resonated with me immediately and gave me the boost of confidence I needed to feel comfortable with my idea switch and implementation approach.

    The Event

    Saturday morning I’m the first developer to arrive at the event location — Deloitte Headquarters — 40th floor of 30 Rockefeller center. It’s 7:36am so I’m ~ 30 minutes early. As I swipe my paper elevator pass against the magnetic reader and stare through the glass doors at a group of organizers that seem just as confused as me why the door is not opening. They decide to continue their conversation (4 feet away) and not risk the “Hey do you need some help?” or make any motion towards the door. Eventually after a tug and a knock, a nice person comes from around the corner and lets me in. I ask if this is the right place for the hackathon. She assures me it is, but they are still setting up so I’ll have to wait in the cafeteria — just behind hospitality committee who watched me test the limits of technology and common sense a few moments ago.

    There’s a lot of chatter as the team of Deloitte consultants finishes setup and preparation of the conference rooms that will host the developer teams. I decide to toss on the 3 hrs of Accoustic Meditation music (courtesy of YouTube) that has been allowing me to keep my nerves at bay while consuming more and more IBM and Hyperledger help documentation, simultaneously building my first local instance of Ubuntu on VirtualBox; Microsoft’s OS was apparently not supported for Linux Foundation’s Hyperledger Composer product. Surprised? 8:06am comes around and I realize no one remembers that I’m waiting. I get up to take matters into my own hands; I’m off to look for anyone from the Hyperledger team. As it turns out, they are in a conference room stationed just before the big breakout room. Chris and Mihir extend a very warm welcome and assure me that I’m in the right spot. It’s ok to set up my gear and get comfortable. I find out that Hyperledger Composer is hot off the press and that we’ll all be learning the tool together today. They are IBM Chaincode buffs, not Composer experts. YIKES, this is going to be a long day right?… Strangely enough I wasn’t that worried. There was a warm, positive energy in the room, so I relaxed accordingly. Eventually, Simon Stone steps into the room and I understand that universe has aligned in such a way that the very person who’s YouTube demonstration I’ve been rewinding all night and taking notes against, will be “driving”. Wow.

    Meet Hui

    Small talk and introductions end and we all shuffle into the breakout room. I take up a seat next to my new IBM family and find it hard to concentrate on the opening remarks. Someone behind me is going on and on about blockchain and enterprise, and how to think about this event. It sounds like she’s talking to a junior comrade, laying out the game plan for how they will split up to learn all about the enterprise ledger solutions for their startup. I’m thinking to myself, “that’s a really good plan”, and “..She’s a really good boss to be laying things out so clearly for her team — making sure they are comfortable with pursuing new territory and asking questions”. Besides that, she seems to have done her homework on blockchain in general. Being the nosy person I am, I can’t resist the urge to lean back, introduce myself and find out more. To my surprise, I find out that Hui and Kishan don’t know each other at all. Hui is simply looking out for a fellow newbie to the scene (like me). I was right about one thing though. Hui was there as a CTO representing her own blockchain startup-Sweetbridge. We all chat a little between each hackathon challenge announcement (~6 total). I start sharing with Hui why she should consider Hyperledger Composer as part of her portfolio of enterprise ledger tools to investigate. She has a data modeling background so she immediately sees the straight line to rapid application development. I share my idea to split email from identity and she frowns at first, but encourages me to continue. I tell her about my friend’s recent hardship and how it sparked the idea. Then I explained how simple the implementation would be and watch her eyes light up. From that point we agree to be partners and she promises to help me with all the non-development related work — effectively serving as my Product Manager.

    We get back to the IBM room and find that 15 out of the 20 souls present are developers — non IBM or Hyperledger affiliates. Just as I suspected, the hype around Ethereum with the recent ICOs has grown the interest in that community. Also - being a first-mover - no one has likely done the research needed to explore the benefits / merits of alternative tooling (private ledgers). The thinking is logical — especially for a high risk scenario such as a hackathon: “Ethereum has a large community and code you can copy, so stick with what you know”. I could tell that the IBM team was a little disappointed with the turnout, but nonetheless they rolled up their sleeves and we dived in.

    Hui set her data modeling and product management skills to work immediately. After about 2 hours we had a working data model built and tested on the Hyperledger Composer Web playground. Imagine that? We went from idea, to notepad sketches, to use cases, and finally implementation on a new platform in less than a day. We tested our transactions out and validated our logic for registering new users and email addresses in our domain registry service, and finally tested the email marketplace functions of claiming (buying) and releasing (selling) email addresses. Excited, we delved further into building out the front-end. I went back into the breakout room to find any other participants with design skills. As it turns out folks with presentation and graphic design skills were in short supply at the hackathon. “Really?” I thought naively. This means that Hui and I will be doing all the design and front-end work ourselves, In addition to preparing the slides and our pitch. Thankfully Tiffany — one of the event organizers and participants with IBM came along and assisted us with some of the wire-framing for the front end. We got the design mocked up and I started the process of installing the local version of Hyperledger Composer to my Ubuntu guest machine.

    Demo gods & shenanigans

    Surprise! You’re out of disk space :-) Really? A brand new copy of Ubuntu with 1 GB of RAM and 10 GB of disk is not enough to host one “mostly” html-based tool that connects to the cloud for all of the heavy lifting? Apparently, Yes. I had forgotten about the “additional” space I used up by installing Google Chrome — my front-end development browser of choice. I scrambled to extend the size of my disk drive and after successfully completing the steps I found online, I realized that the home screen comes up, but after entering proper credentials, the machine just won’t let me in. Understanding what must be happening Mihir says “Oooooh did you encrypt your ‘home’ directory?” Of course I had. Always go for more security rather than less right — especially when it doesn’t cost you anything? Well, now I was suffering the wrath of poor assumptions and noob mistakes in configuring my environment. To make matters worse, we had 1 hour left before being kicked out of the office and my best option was to rebuild the entire environment from scratch — re-installing the local Composer instance and attempting to link it all up to my free production Bluemix instance of Hyperledger Fabric. Mihir hears me mutter something about “free Hyperledger Bluemix” 2 minutes before heading out the door and says, “Noooo, that’s the wrong version — you need the latest version. I will have to give you access. Give me one hour”. With that the IBM heads off to dinner and I head back to my hotel to finish the steps of rebuilding my development environment. I am upset but think that there is still time to clean up this mistake and make a strong showing for tomorrow.

    By around 3:30am, I finish walking through more documentation and steps and troubleshooting missing or poorly configured npm packages. The epiphany comes: “Wait, I could have simply used the docker container to avoid any configuration issues.” In my defense, the documentation offered up both options so I picked what looked familiar and went down the path that I had already started back in our conference room.

    So it’s Sunday morning and I have an environment, but no front-end, and I still have to link our model up to the correct instance of HLFV1 on Bluemix. Thankfully Simon and Mihir are early and we get that part taken care of quickly. The remainder of the day is met with me feverishly trying to organize and pound out an acceptable user interface while giving split-brained feedback to Hui who is cranking away at the slides and doing a fine job at it. I realize as I’m troubleshooting that my connection to Bluemix keeps timing out after about 5 mins. The other team in the room is having the same problem and it appears the only solution right now is to keep the connection alive by refreshing it ever so often.

    Time’s up!

    Hui has been keeping time and reminds me that we only have 10 minutes before rehearsals at 2:30pm to work on our pitch. She has completely absorbed the business value of the back-end and has conveyed it perfectly via diagram, so we agree that the talk should be split up. I will tell the story, and she will talk to the business implications and feasibility. It’s a perfect match-up. We run through the talk a few times, striving to keep the words simple and avoid running out of time. By 2:30pm we are up to the podium for rehearsals. Surprise! The computer does not have an HDMI port, it uses some other mini-DisplayPort alternative that I forgot to bring the adapter for. Ugh. We spend about 3 minutes (of 10 available) setting up the laptop. Thankfully they have the right adapter at the podium. Just before we start our pitch, the Judge asks: “So what’s the goal of this project? I don’t see it in the submissions…” Hui and I are mortified. I personally watched her type this up and submit it the night before. Where the heck did it go!? We are both stumped but there’s no time for that so we rush to fill out only the required fields just to get the submission posted. “Set your timer for 5 minutes…. and go!” We’ve practiced to have 10 mins. I start my pitch, and get through it in just over 3 mins. This leaves Hui with only 1 minute and some change to talk about the business drivers. The buzzer goes off in the middle of her talk, and we are both feeling the intensity of what just happened. The judges assure us that this is what rehearsals are for and ask “So will it be ready when you pitch later?” We both reply “YES”.

    Back to the bat cave and I have 2 hours to get the front-end (user-facing web page) built out and talking to the back-end — our precious blockchain model which we had built the day before. Something goes wrong with the import and we have to regenerate all of the connections. On top of of that, I’m having trouble writing data to the blockchain via my jQuery ajax calls, so all I can really show is that data is being properly fetched from the blockchain. Simon convinces us to do the entry part via Composer. As it turns out that was a great suggestion because we’d get to showcase how easy it is was to build the model. Hui makes her finishing touches to the deck and we are set to present.

    Two Strangers, One chance

    “ReBox! Do we have ReBox in the room? Can you please queue up!” Hui and I move to the front of the room — two strangers who have connected over a simple conversation that turned into a joint project + presentation on a tool that was so hot off the press it was still smoking. We are proud of our work and determined to show what we were able to accomplish — the only team of 2 out of 200 attendees (most with some prior affiliation). We stand united as the 1% . I plug in the laptop and it works! Small victory. I’m refreshing like crazy to make sure the demo won’t lose its connection. I take the microphone and words spill out of my mouth. Whatever I just said came out at the right speed because Hui still has plenty of runway for her piece. She covers the protocol and business implications flawlessly. “You have one minute left”. Hui hands the microphone back over to me to walk through the demo. I show a glimpse of the composer and how the contracts are built. Then i walk through the demo and show how data is pushed into HLFV1’s cloud instance and read back out to the screen. “Time’s up!” That’s the end of the presentation and I have to stop mid sentence.

    Phew!

    That was intense. But it’s not over. IBM wants to do an interview on why we chose the technology. We graciously oblige and spend about 10 minutes building an impromptu “set”. Hui and I sit director-style on two high-chairs in the middle of Deloitte’s cafe — an over-sized camera aiming right for us. We trade lines on our experiences attending and participating at the event. The flow between us is naturally smooth. The consolation prize for all the stress and brainstorming we had to do in the last 1.5 days is that we know this topic inside out. The IBM folks were really pleased with the content and offered us our own set of PowerBeats3 headphones.

    No one was ready for the wow factor of the Australians brought with their drone demo, or the Monopoly game where each move was being driven by smart contracts on the blockchain. Nor did Hui and I know the extent of capability that our Hyperledger roommates had packed into their demo — being able to organize what seemed like a flurry of content together — even finding a way to integrate Microsoft Azure tools. The quality of work from all competing teams truly was remarkable and we were proud to meet them, witness their success and have that shared memory and experience of doing something really hard and crazy together.

    Hui and I didn’t win any of the official challenges, however we won something more precious -the privilege of knowing first-hand how people with a common passion can achieve success against great odds. I’m really proud to have competed with Hui. I know neither of us will forget what we accomplished in under 16 hrs. Just after the event, I posted a picture of us on LinkedIn smiling with a simple message (paraphrased) — “Phew! We did it”. That post was, consequently, my first LinkedIn selfie and the first time I ever personally witnessed something go viral online (~6000 views in one week). That simple affirmation traveled outside of my little Midwest circle of influence in Chicago, and resonated with folks as far away as the UK.

    Conclusion

    As I look out over the horizon, and witness the excitement and activity surrounding ICOs and the Energy Industry in 2017, I am encouraged that more experiences like my own and Hui’s are taking place all over the world. People are becoming more and more encouraged to experiment with ideas that cross geopolitical and occupational boundaries. It is this “Festival of the Commons” that Andreas Antonopolous so eloquently mentions in his book, “The Internet of Money”, that recharges my faith in the value of blockchain technology — how it lends all of us the opportunity to innovate at the “edges” — not waiting for permission or the “clear signal” that it is OK to tinker.

    In case you missed it, on January 3rd, 2009, Satoshi Nakamoto sent a clear message to everyone in the world: “You may proceed!” — http://bit.ly/BTCGenesis


    Enterprise Data World reveals nine principles of analytics rock stars | killexams.com real questions and Pass4sure dumps

    SAN DIEGO -- There are two kinds of data analytics professionals -- those who show up merely to collect a paycheck and leave at 5 o'clock, and those who add value, solve problems and make themselves indispensable to their organizations, according to Bernard Wehbe, a founding partner at business intelligence and analytics services firm StatSlice Consulting.

    Wehbe, who spoke this week before a crowded room at the Enterprise Data World 2013 conference, is making it his business to teach people about what it takes to become an indispensable analytics professional. And he had a great message for newcomers to the profession as well as seasoned veterans: Remember that analytics excellence is about more than just crunching numbers; it's also about people, processes and, not least of all, passion.

    Wehbe, who boasts 14 years of analytics project management experience, went on to offer a helpful list of nine key principles that -- when focused on and adhered to properly -- can turn one into an analytics rock star.

    1. Make sure you're passionate about analytics.

    The difference in value to an organization between an average performer and a rock star is massive, according to Wehbe. That's why it's important for those considering or re-examining a career in analytics to be honest about their personal affinities, strengths and weaknesses.

    The analytics rock star knows how to balance her business as well as technical knowledge.

    Bernard Wehbe,founding partner, StatSlice Consulting

    Wehbe recommended taking a personal assessment test, such as the one put forth by author Tom Rath in the book StrengthsFinder 2.0, and said that those in the analytics profession should get confirmation that being "analytical" is one of their strengths. If it isn't, they may want to consider another career. "A top performer in business must be passionate about what they do," Wehbe said. "Analytics is no exception."

    2. Focus on applied learning and mentoring.

    It's easy to find classes on the basic tools of analytics, such as the SQL query language, ETL technology and statistical techniques, and classroom, or theoretical, learning is vital to being a successful analytics professional. But applied learning, or learning on the job, is just as important as theoretical learning, if not more so, according to Wehbe. On-the-job learning is the only way to hone the skill of creating the underlying assumptions that go into solving analytics problems.

    "In school, you are given the assumption, you are given the problem and then you are told to solve the problem based on the tools that they teach," Wehbe said. "Solving the problem is a lot of times the easy part. Coming up with the assumptions is the hard part. Applied learning is the only way to learn how to come up with those assumptions."

    3. Develop your presentation and communication skills.

    The most indispensable analytics professionals work hard on their presentation and public speaking skills. Wehbe recommended taking public speaking courses and getting involved with a group outside of work, such as Toastmasters, that offers an opportunity for public speaking.

    "Communication is key in any field, but that is especially so in analytics," he said. "Not only do you have to present your ideas neatly, but you also have to sell your ideas."

    4. Be the 'go-to guy' for analytics.

    Wehbe used an example from another area of life to illustrate the value of the go-to person in an analytics program.

    "Let's take an example of paying bills and finances. What if you could find someone who takes it over for your life? Think about how that would make you feel. That's the level of service that is expected from the analytics rock star," he said. "You take the problem on and [own] the problem end to end, and you provide a solution."

    Wehbe added that analytics rock stars are also good at anticipating and finding the answers to questions before they're asked. They look for problems that need to be solved instead of waiting for problems to come to them, he said.

    5. Don't stop until it makes sense.

    It might seem counterintuitive to have a principle about intuition when talking about analytics, but Wehbe told the Enterprise Data World crowd that analytics professionals need to hone those intuitive skills. He said analytics rock stars are always asking why and understand that most problems are just symptoms of a larger root cause. They typically aren't satisfied until they find that root problem and solve it.

    "Make no mistake, the analytics rock stars must learn to rely on their intuition," he said. "I'm not saying that if you are new to the field you should rely on that too much, because it takes time to hone that intuition. But as you achieve mastery in the field, [you will] start to hone that intuition [to come up] with better hypotheses."

    6. Learn to quickly create prototypes.

    When analytics professionals present findings and proposed actions to business executives, visual tools like dashboards can be very useful. But when making a proposal to a department head or other interested stakeholder, Wehbe said, it's important to create a prototype and populate the presentation tools with actual data. That's much more effective in terms of communication than displaying stock data that means little to the business execs.

    "There is a huge difference between presenting a [canned] Tableau or QlikView dashboard versus quickly coming up with a prototype with their data and then presenting those dashboards to them," he said. "The difference is night and day. With a prototype, they can see and feel the exact impact [on] their business."

    7. Question assumptions.

    Rock star analysts are always questioning assumptions and know how to avoid the common analytical traps that people tend to fall into. For example, one of those traps is the tendency to miss the big picture when focusing on what might at first seem like a small problem. Another example of a common trap is the human tendency to seek "silver bullet" solutions to problems. In analytics, the answers are always complicated and silver bullets are exceedingly rare, according to Wehbe.

    8. Be an advocate for a solid analytics foundation.

    The vast majority of source systems have problematic data models, according to Wehbe. That's why it's important for the analytics rock star to push for improved data models for source systems. This will create a solid foundation for analytics activities and ensure different analysts can understand data sets "without having to fumble through overly complicated joins," he said. "You must become an advocate for reliable data contracts and you must promote good data governance practices within your organization."

    9. Be a bridge builder.

    The hardest people to find in any organization are those whose skill sets span both business and IT. People who can bridge that gap are crucial to the success of companies. The most successful analytics professionals work to hone their business skills while maintaining a solid understanding of the inner workings of the IT department. An added bonus of maintaining technical skills is that it helps the analytics professional better understand the data.

    "We know as analysts that 90% of our work is about understanding data, and without understanding how IT works and understanding IT concepts, you cannot achieve an understanding of the data," Wehbe said. "The analytics rock star knows how to balance her business as well as technical knowledge."

    Mark Brunelli is news director for the Business Applications and Architecture Media Group at TechTarget. Email him at mbrunelli@techtarget.com and follow him on Twitter: @Brunola88.


    Data Center Linux | killexams.com real questions and Pass4sure dumps

    In recent years, the adoption of Linux in the data center has progressed beyond infrastructure services such as e-mail and file, print, and Web serving. Today, Linux is widely used as a business application server and is moving deeper into the data center as a database and content server. Given a vibrant development community and innovative solution providers, Linux continues its advance toward becoming the enterprise-computing platform of choice.

    The benefits of Linux to data center customers are well known: superior economics, no vendor lock-in, reliability, and increasing independent software vendor (ISV) and system vendor acceptance and support.

    However, with success comes higher expectations. User requirements for Linux in the data center continue to escalate. IT professionals are always looking for more performance, manageability, and other features that they've come to expect from an enterprise operating system. However, the user requirements list is as varied as it is long. Lacking a "center of gravity" where developers, users, and vendors can all look at Linux capabilities and requirements together, the necessary advances will come more slowly.

    Enter OSDL Data Center Linux Working Group (DCL). The DCL is a virtual center-of-gravity where interested parties can come together to accelerate the development and adoption of Linux in the enterprise. Made up of a number of OSDL member companies and other interested individuals, the DCL focuses on services, databases, applications, and mid-tier and high-end multiprocessor servers used for a variety of mission-critical applications.

    Accelerating Linux Adoption Overall, the OSDL DCL focuses on all the things you'd expect from an organization trying to accelerate the deployment of any enterprise software, namely:
  • Meet or exceed performance and availability currently expected for data center applications
  • Scale to enterprise-class server hardware environments
  • Meet or exceed currently accepted security standards
  • Provide standards that encourage end-user, ISV, and third-party software adoption
  • Yield a high degree of usability for activities requiring human interaction
  • In this early phase of the DCL's work, it is taking a two-part approach to accomplishing its objective. First is to identify capabilities required for accelerated Linux adoption in larger organizations. Second, recommend technical approaches to meet those requirements.

    Periodically, the DCL working group also publishes capabilities requirements documents for public review. The 1.0 version of the OSDL DCL Capabilities Document can be found on OSDL's Web site under DCL Documents. The intent of this and future DCL documents is to stimulate discussion and review, then drive toward future, specific technical requirements from the list of capabilities. Thus, the capabilities document is neither a list of requirements nor a specification, but is an analysis of the enterprise usage needs of Linux, thus providing a starting place for driving efforts that facilitate building solutions to satisfy those needs.

    The DCL identifies two levels of technical priorities for Linux in the data center: Priority One Capabilities are considered the most important for data center readiness for Linux, while Priority Two Capabilities are those intended to stimulate thought and discussion.

    Beyond general priorities of importance, the DCL working group examines Linux enterprise capabilities in the traditional functional areas:

  • Scalability
  • Performance
  • Reliability, availability, serviceability (RAS)
  • Manageability
  • Clusters
  • Security
  • Usability
  • Standards
  • The standards category references specifications controlled outside DCL. This category includes only capabilities with standards related to adopting Linux in data centers.

    At this stage, the OSDL DCL investigation is focused on enterprise-level usage models. The technical discussions center around data center issues such as security, storage networking, and file system performance. Because the objective of the DCL is to accelerate the maturation of Linux as an enterprise operating system, investigation of the other features on this list concentrates on server functionality and data center administration needs. Clearly, most of the features on this list are equally important to all who develop, use, or administer the system. But these nonserver-related issues are addressed in other OSDL initiatives such as the Desktop Linux working group.

    In the latter half of 2004 the DCL Working Group will move on to its second objective: documenting the requirements necessary to advance Linux further in the data center, and recommending technical approaches to meet those requirements.

    Call for Participation The mission of the Data Center Linux (DCL) Working Group is to provide a forum for industry leaders to accelerate adoption and deployment of Linux in data centers.

    The working group has completed its first pass at identifying Linux capabilities in the data center, and has developed a prioritized list of capabilities needed. The Data Center Linux Technical Capabilities v1.0 document is available for public review on the OSDL Web site. We encourage any interested person to review it and provide input. Together we can all help Linux become the enterprise operating system of choice.

    For more information on how you can participate in the DCL, please visit www.osdl.org/lab_activities/data_center_linux.

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