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000-012 - IBM Tivoli Usage and Accounting Manager V7.1 Implementation - Dump Information

Vendor : IBM
Exam Code : 000-012
Exam Name : IBM Tivoli Usage and Accounting Manager V7.1 Implementation
Questions and Answers : 102 Q & A
Updated On : February 21, 2019
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000-012 IBM Tivoli Usage and Accounting Manager V7.1 Implementation

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000-012 exam Dumps Source : IBM Tivoli Usage and Accounting Manager V7.1 Implementation

Test Code : 000-012
Test Name : IBM Tivoli Usage and Accounting Manager V7.1 Implementation
Vendor Name : IBM
Q&A : 102 Real Questions

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IBM’s quantum gadget explained – All hands on Tech | killexams.com Real Questions and Pass4sure dumps

IBM Q gadget One is “the realm’s first absolutely built-in customary computing system,” based on large Blue. Its intention is to get quantum computing out of the research lab and right into a business atmosphere.

considering the fact that 2017, IBM has been working on the design points round its quantum chips. Having the qubits is one component, but IBM desires to get to the point the place the techniques that are developed around them can be effortlessly upgraded.

IBM has been working because 2017 to look at the complete system design round its quantum chips. This field is evolving all the time, and when new chips with more qubits get created, you deserve to adapt the accessories around them to guide that new chip.

additionally, quantum chips are only basically finickity. IBM has to maintain these chips at a temperature that’s less warm than outer house just to keep away from overheating. All it takes is a gust of warm air or a free electron and your qubits lose coherence. you then just can’t get any computing carried out.

At CES, IBM introduced that it’s opening a brand new quantum computation centre in Poughkeepsie, big apple. It’s to be attainable to individuals of The IBM Q network. more than 40 organizations including know-how corporations, educational institutions, and country wide analysis labs. They’ll be in a position to faucet into quantum methods like this through a cloud service.

Researchers are exploring all types of methods to use quantum computing. however it in fact all boils right down to two diverse approaches.

We spoke with Bob Sutor, the IBM analysis vice-president for quantum approach and eco-gadget, at CES 2019 concerning the system. Play the video above to hear the total story and spot the quantum gadget for yourself.


IBM: Speculating On The Opaque Promise Of Blockchain | killexams.com Real Questions and Pass4sure dumps

summary

IBM is imposing a technique wherein in trade for helping bring the benefits of blockchain to a starting to be checklist of business clients, it’s taking pictures seat and cloud revenues.

although, from its financial reporting, it’s impossible to assess how an awful lot of large Blue’s suitable line is attributable to its blockchain actions.

“display me” investors are left to take a position and that i am supplementing our full place in IBM with short-dated calls expiring just after successive salary releases.

Over a yr and a half in the past, I wrote my first article about blockchain and massive Blue (IBM) entitled, “may This Be IBM’s earnings Catalyst?” In it, i discussed a number of such initiatives together with an international container shipping blockchain led with the aid of Maersk (OTCPK:AMKBY), a fruit and vegetable consortium led by means of Walmart (WMT), and a trade finance blockchain involving various foreign banks, HSBC (HSBC) amongst them. These classes stand to bring extraordinary – “sooner, more desirable, more affordable” – effects for his or her contributors:

  • quicker time-to-market from continuous straight-via-processing while reducing/getting rid of limitations and crimson tape associated with enterprise-as-regular.
  • greater excellent because of much less contamination and spoilage of perishable products.
  • more cost-effective as in lessen operations and administrative fees when manual, non-general, paper-primarily based forms is changed with uniform, know-how-prompted, interactions.
  • In that first article, I postulated that IBM would monetize blockchain from seat licenses now not distinctive to Bloomberg’s very a hit mannequin. In a comply with-up piece, I linked to an IBM web page that tested the validity of this inspiration with expenses correlating to the size of the blockchain participant; larger groups paying greater, dinky ones gaining free entry to the platform. vital mass and large participation are essential to multilateral processing represented through blockchain.

    business maintains Coming

    issues haven’t stood nevertheless. Blockchain initiatives involving IBM are proliferating right now and in areas that I could not have imagined in 2017. ok, so Abu Dhabi’s ADNOC oil blockchain became easier to foresee. but, past my field of imaginative and prescient were a healthcare blockchain and yet another having to do with scientific drug trials, blockchains for foreign trade and derivatives, a gadget to monitor groundwater usage, an additional worried with mining, and a blockchain for digital advertising. infrequently a week goes by means of where we don’t see new blockchain initiatives spawned through organizations desirous to work with IBM; as a minimum dozens of classes are underway involving a whole bunch of essential businesses.

    but Its impact is Opaque

    transport, food, finance, oil, healthcare, medicine, currency exchange, derivatives, water, mining, advertising – definitely it isn’t misplaced on any one that these are areas of gigantic financial pastime. For me, this makes it even more charming that nowhere of their numbers does IBM report revenue at once caused by blockchain, neither with seat licenses, nor cloud revenues, nor price-brought functions comparable to AI. No, IBM has chosen to keep blockchain-derived revenues opaque. We don't have any approach of connecting the dots.

    I don’t know why IBM has assumed this posture. however, as opposed to obsessing about it, I actually have chosen to move on to the query, “Given this opaqueness coupled with the huge capabilities significance of blockchain, how might one ingredient it into an IBM funding resolution?” answer, truthfully: “with the aid of speculating, as in with applicable bets that blockchain will force outcomes in different areas for which IBM does account.”

    Speculating with Calls

    in opposition t big Blue’s exceptionally stricken heritage of salary increase, cautious buyers say, “exhibit me; show it”. To this I add, “sure, however we don’t wish to omit out if things proceed to be high quality as we suspect they could.”

    So, last month we begun an scan in which I bought very short-dated at-the-money calls right earlier than IBM’s quarterly income unlock. And, barring new tips or sparkling insights, I plan to achieve this once more next quarter and successively thereafter.

  • short-dated calls as a result of they’re low-priced. For a relatively small funding, possible handle a comparatively large variety of shares such that: a) If blockchain doesn’t deliver the downstream revenues, one may also crash and burn on their calls but at least their loss is contained, however b) If blockchain does deliver, one’s profit may be gigantic.
  • At-the-money simplest as a result of my head hurts doing the maths on options bought in or out-of-the-funds.
  • Quarterly in succession as a result of IBM should earn lower back the have faith of skeptics and there is no purpose to consider that this may ensue any faster than did the loss of self assurance in IBM.
  • exceptionally, and with apologies for less than one facts factor, the morning before IBM’s end-of-day revenue announcement of January 22nd, for $three.20 I purchased calls expiring Feb 1st. no longer 24 hours later, I closed out the contracts for $eight.sixty six realizing a gain of a hundred and seventy%.

    A facet potential of buying and selling in IBM options is that, not like most others that expire but once a month, IBM’s calls (and places) can be found with weekly expirations. This capability that one needn't “pay for extra time cost” than is definitely warranted. If IBM’s profits are due out, say, on a fourth Tuesday, possible purchase alternatives expiring on that Friday; however pay consideration because things transpire at once.

    alternatives buying and selling is risky which is why brokerages pre-approve investors for it. As experienced as i am within the securities trade and as an investor, I handiest trade options just a few instances each 12 months when I even have a compelling hunch. additionally, I try this enterprise no longer through my discount broker-broker, but somewhat, via our full-provider B-D in which I confer with a relied on and seasoned expert throughout the existence-cycle of each and every alternate. I on no account bet greater than we will find the money for to lose and, once in a while, I lose it all, i.e. calls expiring worthless. My adviser is aware of I be mindful and may address the dangers.

    it is obvious that IBM ought to re-set up its financial credibility with the aid of supplying consistent profits increase. Of the 22 analysts that comply with the stock, thoroughly half have it as a “grasp” with the group forecasting a median rate at about where the stock is buying and selling today. because it is with blockchain and different enjoyable developments, I’m greater assured than most in IBM which is why we are also lengthy the inventory. That said, I wouldn’t mind boosting our return which is why i will be able to pursue this name strategy for a long time.

    Disclosure: i am/we're lengthy IBM. I wrote this text myself, and it expresses my own opinions. i am not receiving compensation for it (other than from in quest of Alpha). I haven't any enterprise relationship with any company whose stock is mentioned listed here.

    extra disclosure: at all times do your own due diligence in consultation with an authorized and capable financial adviser who knows your unique wants and puts your hobbies ahead of their own. be aware, there are introduced considerations in possessing overseas securities together with these linked to ADR sponsorship, purchasing and promoting the pinks, foreign withholding taxes on dividends, and charges. (All my proceeds from contributing to SA go to charity.)

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    Conqueror of IBM undertaking Debater displays how he defeated the AI gadget | killexams.com Real Questions and Pass4sure dumps

    Harish Natarajan explains how he received debate versus IBM project Debater | emerging tech & innovation | Techworld Debating champion Harish Natarajan told Techworld how his human contact overcame the desktop's colossal competencies base

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    IBM techniques have defeated chess grandmasters and Jeopardy champions however when one of its AI initiatives become entered into a debate the enterprise met its healthy.

    the person to conquer the desktop changed into Harish Natarajan, a grand finalist at the 2016 World Debating Championships and winner of the 2012 European Debating Championship.

    © IBM © IBM

    The 31-12 months-historical graduate of the universities of Oxford and Cambridge has defeated one of the most world's true human debaters however this was his first contest towards a pc.

    His opponent on the IBM believe convention in San Francisco was a two-metre-tall black field referred to as venture Debater, which spoke in an American female voice through a blue, animated mouth. IBM claims that or not it's the first AI gadget that can debate humans on advanced issues.

    Fifteen minutes before the contest started, either side changed into given the debate subject matter titled 'we should subsidise pre-faculty'. project Debater became chosen to guide the action and Natarajan to oppose it. They directly prepared their arguments and then took turns to make four-minute opening statements, four-minute rebuttals, and two-minute summaries. The viewers voted for one side or the other before the talk began after which once more once it ended.

    "I have heard you dangle the area record in debate competition wins towards humans, but i think you have got never debated a computer," mentioned undertaking Debater in its opening salvo. "Welcome to the longer term."

    but the futuristic gadget become no healthy for the latest. 

    earlier than the debate, seventy nine p.c of the viewers agreed that preschool should be subsidised whereas 13 percent did not. At its conclusion, 62 percent of the group agreed while 30 percent disagreed, a 17 % swing that gave Natarajan the win.

    The decisive factor in Natarajan's triumph become the fine of his responses. If assignment Debater is confident that it is familiar with the opponent it will reply to their certain point, but when it doesn't completely draw close them it is going to make a more standard argument, as it did from time to time in this contest.

    "That first four-minute speech which turned into it constructing the motives to aid preschool training, that changed into pretty mighty," a jetlagged Natarajan tells Techworld presently after flying back to London.

    "The second speech where it needed to realize every little thing I observed, work out what changed into relevant and come up with responses was nevertheless awesome due to the fact that it picked up on one of the vital arguments made, however wasn't deciding on up on the most subtle arguments I made. That can be a factor concerning the sorts of sentence buildings that i used to be the use of at that element as I feel in herbal language you're going to come to be the usage of a little bit complex sentence buildings and its means to all of a sudden formulate responses would probably be the second area it could enhance.

    "when it comes to the other points of persuasiveness, potentially the development there'll come over time because it becomes stronger and greater at mimicking human emotion. surely it's going to under no circumstances reasonably have that, but lots of americans when they're giving public speeches will mimic human emotion reasonably that actually have it, nonetheless it's a different error the place it could develop into superior over time. however I think or not it's basically that 2d bit which goes to be the pleasing problem."

    '+article.headline +''; listEl.prepend(''); articleIndex++; } listEl.reveal();//demonstrate unit }); }); building assignment Debater

    automatic debating become a new challenge for IBM's researchers. while chess and Jeopardy contests are received by means of making objectively positive selections, the nuances of language and the rhetorical ideas required to win over an viewers are greater subjective, emotional and open-ended skills that lack clearly defined guidelines that investigate the victor. They in its place require emotional persuasion through oratory knowledge that are complex for machines to grasp.

    assignment Debater aims to beat this by way of comprehending spoken language, modelling human dilemmas and supplying records-pushed speeches. The system analyses the debate's topic and the argument of its opponent after which stitches collectively a library of 10 billion sentences from newspaper articles and educational journals to form a response.

    In 2018, the equipment made its debut in an exhibition healthy in opposition t two Israeli debaters who had already worked with it, but the showdown in San Francisco was its first competitive bout towards a champion debater.

    "It turned into very superb," says Natarajan. "the way i might feel about it's debating comprises at least three separate advantage. the primary one of these is collating the primary assistance which you have and working on what's crucial. For a human that is never overly difficult because quarter-hour wouldn't have a pretty good deal of expertise and relevance is rarely necessarily a enormous problem, however for a machine that can be rather difficult.

    "The 2d part is to clarify that tips you have got in a means which is apparent and provides context, but on the equal time oversimplify the difficulty to a massive viewers. And the third point of debating is the human element of persuasiveness; every thing from your rhetoric to your use of language, to your means to use emotion and use intonations when it involves your voice.

    "What the desktop become very good at doing changed into the first one it excelled in. this is somewhat unsurprising. It had 10 billion pieces of tips about what become primary. extra marvelous turned into its capability to explain that in a extremely easy and clear method.

    "What it fell down on and i wager why it does not yet fairly examine with the optimum human debaters is its capacity to do the purely human facets of persuasion. How exactly you connect with a human viewers turned into still a little bit confined."

    Debating the long run

    The computer's voice turned into extra monotonic than a human debater but its oratory abilities stunned Natarajan, above all when it appealed to the audience's feelings, because it did by asking here collection of rhetorical questions:

    "For starters, I now and again listen to opponents and wonder: what do they desire? Would they want terrible americans on their doorsteps begging for money? Would they are living well with terrible individuals devoid of heating or running water?"

    Natarajan countered by means of arguing that the subsidies would generally support middle-revenue and upper-earnings families as their toddlers could be greater prone to attend preschool.

    "on the conclusion of this debate, I don't think challenge Debater has helped those people she identifies as the most vital, but truly, has damage them," he concluded.

    After the talk, Natarajan gave credit score to his opponent but brought that it nonetheless had plenty to be trained.

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    "After a few minutes, you stop pondering that you simply're debating towards a computing device. or not it's identical adequate to a human being," he recollects. "however I think once you appear back on it, actually in terms of the way it items itself, it nonetheless very lots does have these laptop attributes: it has a extremely smooth voice - a very smooth edition of Alexa might possibly be a way of putting it. It has a extremely consistent tone it is very clear but doesn't in fact differ its tone or tempo that tons."

    He changed into struck through the capabilities for combining the system's capabilities with the work of people with the aid of immediately analysing tremendous troves of records and presenting them with the most important contextual counsel. This could help americans working in scientific analysis, as an instance, or as an financial risk analysis govt comparable to Natarajan.

    "The skill that the know-how has to facilitate quick brilliant credible research is whatever well past the scope of any inexpensive human and even huge variety of humans," he says.

    His views mirror those of Garry Kasparov, the previous world chess champion who a long time after his 1997 collection loss to IBM's Deep Blue pointed out that humans and machines should still work collectively to strengthen augmented intelligence, but Natarajan believes his self-discipline presents a extremely diverse problem for an AI to that of Kasparov.

    "What you need to are attempting and do is convince an viewers, but what's convincing isn't the equal as taking pictures a king in chess or getting extra area than your opponent in Go, which makes it a massive problem for IBM," he says.

    "I suppose there are then two things which over the following few years could doubtlessly change to make this extra digestible. it's already awesome how a ways they've gone given the difficulties inherent in debating however I consider as you get more and more facts, further and further potential to synthesise it, for you to increase the computer. And 2d, one area where it was decent however not yet unbelievable became its capacity to reply."

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    Improving IT Charging Based on Services | killexams.com real questions and Pass4sure dumps

    This chapter is from the book 

    IT charging is the process of billing for IT services rendered to internal or external customers. The charging process uses two key sets of information: 1) rates based on accounting information, forecasts of current and future customer demand, and other relevant information; and 2) usage information based on actual measures and estimates. Together, this information is used to create a price, or assessment, for a given service, as shown in Figure 4-5.

    Figure 4-5

    Figure 4-5 Charging process develops rates, captures utilization, and results in a price or assessment.

    Determining Cost Center Charging Methods

    As organizations mature from a reactive IT organization to an IT cost center, they develop a standardized charge or assessment framework using a chargeback (or IT costing) model to define available costs associated with its services. Through the development and population of a chargeback or IT costing model, you will determine your service rates. There are many different definitions of chargeback models, but they combine IT accounting data to determine a service's cost with usage data from capacity management and other processes to develop a price. In an article on CIO.com, titled "Chargeback Demonstrates IT Value in the Enterprise," Mark J. Denne discusses a number of approaches to developing chargeback methods.10 They include subscription, peak level usage, user-based pricing, and ticket-based pricing.

    Regardless of the pricing method you choose, cost centers, by definition, charge an appropriate level of fees for IT products and services to exactly equal the costs incurred by the IT organization to provide these IT products and services, which is considered "break even" from a financial perspective.

    To help you develop your rate and a means for capturing utilization information, we have summarized a general method for developing a chargeback model. This method includes developing a chargeback model to determine the rate; populating the chargeback model with a mix of assumptions, averages, and actual costs; and determining utilization, or quantity of services. Developing measures of utilization is a key link to the demand management process.

    Develop Chargeback Model to Determine Rate for Each Service

    The cost center uses the chargeback rate and utilization method to develop a pricing or assessment method to recover these costs through a charge or assessment. To determine your service (or chargeback) rate, you should start by creating a chargeback template to determine your cost and populate the chargeback template with expense information. This will help you determine the cost of your specific service. Then, based on your pricing decisions and ability to determine service utilization, you can determine the rates you will charge for a given service.

    To determine your chargeback rate, you first need to know your cost. We recommend that you develop a template for collecting information by service that allows you to provide a top-level summary sheet, while also providing significant detail on specific areas in the services inputs and buildup worksheet.

    The top-level summary sheet can then be used as a common language between the business unit and IT unit regarding the cost of a specific service. Table 4-6 shows a simple framework to develop the top-level summary sheet. The top-level summary worksheet highlights the unloaded chargeback rate, applicable overhead rates, and published chargeback rate for your services. The unloaded chargeback rate, also often referred to as all direct costs, is the cost without any overhead applied.

    Table 4-6. Top-Level Summary Sheet

    Published Service

    Unloaded Chargeback Rate

    Administrative Overhead Rate

    Published Rate (Rounded)

    Hosting

    $16,428

    5%

    $17,250

    Batch processing

    $2,857

    5%

    $3,000

    Collaboration service

    $3,809

    5%

    $4,000

    This top-level summary sheet is useful to both the IT organization and the business group because it:

  • Is simple to understand
  • Demonstrates transparency of overhead costs, which can be a contentious issue between business units and IT organizations
  • Provides detail to executives who might be reviewing their rates and budget
  • Next, the organization should develop a summary of key costs for each service, such as the service inputs and buildup worksheet in Table 4-7. These costs include hardware, software staff costs, and other cost types. If an organization has created cost types within its IT accounting practices, these costs should match these types within this sheet. This sheet is critical for transparency of IT costs and establishes a common understanding with the business unit. The business unit and the IT department can review the various inputs to a service to determine whether they are necessary.

    Table 4-7. Services Inputs and Buildup Worksheet

    Published Services

    Hardware Cost (Purchase Price)

    Operating System (One-Time Cost)

    Staff Setup Cost

    Annualized Amount (with 3-year Depreciation)

    HW and SW Maintenance

    Annual Staff Cost

    Annual Cost

    Hosting

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $5,000

    $16,428

    Development of enterprise resource planning (ERP) customized application

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $150,000

    $166,428

    As you will see from Table 4-7, the process can be used for transactional services, such as hosting, or project services, such as application development. These buildup worksheets are effective ways to account for the need to capture differences in types of services, infrastructure, networking, and application development. To provide additional detail, you should develop a service-specific worksheet that includes the detailed support for your service's inputs and buildup worksheet. Several options to develop these service-specific summary sheets follow:

  • Use worksheet from accounting process: If your accounting process has grouped cost type information according to each service, this sheet can provide this role. For example, this accounting sheet can provide the detail you need regarding hardware, software, and personnel costs, which can be linked to the services inputs and buildup worksheet.
  • Create new worksheet that includes accounting data and assumptions: Organizations must often make a number of assumptions related to key costs. You should consider developing a worksheet that includes both accounting data and key assumptions.
  • External contracted (base) costs: The organization should then create a sheet that includes external costs, such as software licenses or vendor cost that are often external to the organization.
  • Internal costs (for example, salary, overhead, and financial information): This sheet generally includes internal costs, such as overhead, staff time, and other inputs that are internal to the organization. These sheets also summarize service-specific assumptions, such as the staff time allocation cost estimates for staff activities discussed in the basic approaches in the earlier section "Basic Approaches to Improve IT Accounting."
  • The structure of these worksheets needs to be tailored to your organization. You should structure them based on the information you have available and the audience that will use this information.

    Populate the Service Chargeback Model with a Mix of Assumptions, Averages, and Actual Costs

    After the finance and IT organization complete the chargeback framework, they should then work together to insert costs into the model. We would like to reinforce our discussion in the accounting section on using estimates, averages, or actual IT expenditures to develop costs. Many cost centers use assumptions and averages, rather than cost accounting data. For example, instead of listing the exact price of a server, the IT organization might list an average rate, sometimes referred to as a blended rate. These blended rates are the average of a number of purchase orders to determine the typical cost. Also, instead of exact FTE estimates for system administrators, the organization might develop a blended rate that reflects the average cost of a system administrator.

    In addition to the discussion of estimates, averages, and actual IT expenditure data in the accounting section, we provide key examples of benefits assumptions if actual data is not available:

  • Estimates or averages provide a baseline set of data to continuously improve your chargeback or IT costing model each year. For example, the first year an organization develops a cost model, a large percentage of the data may be based on the best assumptions that can be made at the time using available source data. However, each year the organization can replace key data with actual data.
  • Developing a mix of estimated and actual data creates a framework for enacting key process improvements. For example, it provides a common framework for the IT and finance departments to share information. This framework can help translate financial and operational information and help both the IT and business teams learn.
  • Determine Charge or Assessment Method through Standardized IT Pricing Framework

    Reactive IT organizations charge their internal or external customers through corporate overhead allocations rather than direct invoicing. This lack of transparency in IT budgeting is often viewed as a tax on business units and creates resentment by the business units. As an IT organization matures to a cost center, it develops a method to estimate the service's cost and the customer's utilization. This standardized IT pricing framework captures a service's cost and utilization (where appropriate). This framework could also service as the customer invoice. A simple customer template could look like Table 4-8.

    Table 4-8. IT Pricing Framework for Business Units

    Published Service

    Service Increment

    Service (or Chargeback) Rate

    Service Utilization

    Total Chargeback Cost (or IT Price)

    Hosting

    Per server

    $12,000

    1

    $12,000

    Batch processing

    CPU second

    $0.3

    10,000

    $3,000

    Collaboration service

    Per site

    $2,000

    2

    $4,000

    Application development

    Per statement of work (SOW)

    $25,000

    1

    $25,000

    Total

    $44,000

    The previous pricing framework highlights the difference between transactional services and services, such as application development, that may be based on a statement of work (SOW). The final item, application development, is an example of a project-based service that employs staff or contracts. Some organizations may take an SOW approach, in which a defined SOW summarizes that payment that will result from a given set of deliverables, such as the completed application or software package. Alternatively, you could develop a per-hour rate for application developers and charge the customer this hourly rate.

    After the IT organization has developed a framework, it should use this as a tool to engage its customers in a discussion of the charging process. These initial discussions will foster acceptance of this framework within the organization. The organization can then develop the inputs to the framework including the service (or chargeback) rate and the service utilization.

    Determine Utilization or Quantity of Services

    Because the IT organization has established its costs, it now needs to work with its existing customers to project out the near term the expected demand for each IT product and service, measured in projected quantity of IT products and services; to establish the projected overall demand, and to develop pricing for each IT product and service offered using project demand as a key assumption.

    To recover costs, you must develop an accurate measure of the quantity of services used by a customer or service. The cost center often uses actual measures and estimates to measure the quantity of resources used by each customer. As with expenditures, you should use automated tools to collect actual costs of service utilization data whenever possible. Following is a summary of three methods to measure utilization:

  • Metered usage: When the utilization can be precisely measured, the organization generally uses metered usage. This method is based on actual utilization, whereby the organization automates the collection of quantity of resources used by each consumer based on the agreed-upon metric. For more service-based estimates, this may include a time tracking system to track the time of application developers.
  • Fixed- or user-cost approach: Many cost centers may also decide to simply divide a service's cost by this forecasted quantity to develop a unit price. This process, referred to in ITIL as fixed or user costs, is one of the most simplistic methods for determining pricing. This fixed price could include a subscription to use a specific quantity of services. The more accurate the demand forecast, the fewer risks the IT organization will incur a budget shortfall. This fixed-cost approach can also be used if an SOW specifies a specific price for a specific output, such as the development of a new ERP system.
  • Tiered utilization: A hybrid approach includes tiered utilization, whereby an organization measures utilization of a specific service and groups customers into tiers. This utilization data may be gathered through either a demand management or capacity management process under ITIL. The use of an automated tool often supports this effort because one method to stratify the pricing of multiple tiers of IT product and service offerings is based on utilization versus resources.

    Developing tiered utilization can be combined with tiered rates, in which the IT organization offers tiers of IT products and services, such as stratifying storage into managed and basic storage. In other cases, the organization will offer premium and standard levels of support. Accurately presenting the tiers of IT products and services will help to clarify the pricing for internal and external IT customers.

  • Improving Your Charging Process to Become a Profit Center or Business Partner

    To improve the charging process as the organization views IT as a positive ROI or a business partner, the IT organization captures more accurate usage and cost information, often using automated tools that track IT resources and link them to their costs. The IT organization also develops linkages with other ITIL processes to considers as it develops rates. For example, it effectively values services and develops pricing in concert with the IT service catalog and aligns its expenditures to the service levels outlined in the service level agreements (SLAs) developed through the service level management process. This process is discussed later in this chapter.

    Many IT organizations also use chargeback models to price selected IT products and services, typically limited to the IT products and services provided in their IT service catalog. The cost analysis supporting the development of a chargeback model also provides operational information that IT organizations can use to manage their resource consumption, resulting in continuous improvement in IT operations.

    Improve Your Service or Chargeback Rate to Improve Service and Lower Costs

    To improve service or chargeback rate, your organization should use only exact costs to develop its IT costing model. The IT accounting process should provide exact costs that can be leveraged in the IT costing model. For example, the service-specific sheets discussed in the previous section should just be outputs of the IT accounting process. This data provides the organization with a true understanding of the provisioning value (or the cost) of each service. As a result, the organization can conduct service provisioning optimization activities to benchmark its costs against competitors.

    As your charging and pricing process becomes more advanced, your organization's price per billable unit recovers your full cost and a surplus amount that is the hurdle rate, which is discussed earlier in the chapter. For example, if your hurdle, or discount rate, was 5 percent, your IT price would be 5 percent above the cost of your service. This pricing method subjects your IT services to the same project standards commonly used in other financial initiatives.

    To improve service, an organization should link charging to the various internal contracts between the IT organization and its customers (SLAs) and internal contracts between organizational units within the IT organization (operation level agreements, OLAs) discussed in Chapter 2. This linkage helps the IT organization to clearly establish the value of its services to its customers. For example, if a customer would like more backups or quicker response time than the organization typically offers, the organization may want to develop a pricing mechanism to recover these costs.

    Implement Automated Tools to Monitor Resources, Costs, and Utilization

    To improve service, the organization should also charge customers for usage, rather than approximate consumption. As an IT organization matures from a cost center to viewing IT as an ROI or business partner, the IT organization often implements an automated solution to identify and monitor IT customers' utilization. These high-performing organizations often move toward resource-based chargeback software. There are a number of automated financial management tools. For example, Figure 4-6 summarizes how the IBM Tivoli IT Usage and Accounting Manager (TUAM) provides an IT organization with the capability to automatically monitor a given IT asset and attribute this asset to a given business unit.

    Figure 4-6

    Figure 4-6 Automated tools can link IT resources, costs, and utilization data.

    Automated tools that link the IT business office with the IT operational assets can be powerful enablers of mature IT financial management practices, providing the IT organization with resource-based charging capabilities. Automated tools provide the IT organization with the potential to know the exact costs of any IT asset, tie this cost with the IT organization's service catalog, and evaluate IT spending based on exact costs.

    However, implementing these tools can be challenging. As with any complex software implementation, the initial and ongoing costs can be substantial. Moreover, even if the IT organization implements these solutions effectively, the difficulty of applying them effectively can be substantial. The culture of the IT organization has to see the ongoing value of mature IT financial management practices and incorporate financial discipline into daily IT operations.


    Software monitors data center energy usage. | killexams.com real questions and Pass4sure dumps

    Press Release Summary:

    Using autonomic capabilities, IBM® Systems Director Active Energy Manager will track energy consumption in data centers. Power Capping lets users set maximum power level per system, while Power Savings Mode lets users manage power usage as work activity shifts across various demands. In addition, program includes power trending and thermal trending features to monitor and report system energy usage as well as inlet and exhaust air temperature for individual systems.

    Original Press Release: IBM Provides Complete View of Data Center Energy Usage With Active Energy Manager

    ARMONK, NY - 06 Nov 2007: IBM (NYSE: IBM) today introduced a new version of its industry-first management software that uses autonomic capabilities to track energy consumption in data centers and helps customers to monitor their power usage and make adjustments to improve efficiency and reduce costs.

    The latest version of IBM® Systems Director Active Energy Manager (AEM), originally introduced in 2005 as PowerExecutive, allows customers to cap power usage, prevent cost overruns and monitor energy usage trends that enable better planning before deploying workloads across multiple platforms in their data centers.

    With data center managers today facing escalating power and cooling costs, the pressures on reducing this burden are now greater than ever. IBM's offering helps managers deal with this challenge.

    "Active Energy Manager gives clients a way to understand exactly how much power is being used in their data centers and where it is being consumed," said Rich Lechner, IBM's Vice President for IT Optimization. "Along with being able to cap the energy that powers these systems, this information can help save significant energy and cooling costs and create a greener data center environment."

    Originally developed for IBM's x86 System x hardware, AEM now supports additional IBM Systems (POWER) and IBM System Storage platforms and plans to extend support to IBM System z (mainframe). In addition, some hardware from other manufacturers is supported.

    Instead of relying on manufacturer energy usage and efficiency estimates, IT managers using AEM can leverage its autonomic capabilities to see the actual power used by each IT resource in the data center. This allows managers to better approximate and plan for technology and energy budgets over time.

    AEM extends the reach and scope of the technology previously provided by Power Executive, while gathering more information and presenting it in a simpler, more centralized way. AEM now exploits Intelligent Power Distribution Units (iPDUs) to support older servers and low- and mid-range storage devices. By plugging these systems into a supported iPDU or a smart power strip, AEM collects power information, thereby presenting a more complete view of energy used within the data center.

    AEM also manages power usage across supported servers through functions such as Power Capping and Power Savings Mode. Power Capping lets users set a maximum power level per system while Power Savings Mode lets users manage power usage as work activity shifts across various demands. Using these functions, IT managers can increase their level of energy efficiency within data centers potentially saving up to 30 percent of system power demand.

    In addition, AEM includes Power Trending and Thermal Trending features to monitor and report system energy usage as well as inlet and exhaust air temperatures for individual systems. Incorporating this additional data into one, centralized software-based power usage offering allows finite and localized temperature adjustments within the IT shop to further reduce energy costs for cooling.

    Active Energy Manager also provides a source of energy management data that will be used by Tivoli enterprise solutions such as IBM Tivoli Monitoring and IBM Tivoli Usage and Accounting Manager. Combined with IBM Systems Director and Tivoli products, AEM delivers the industry's only cross platform solution to help customers monitor and manage both virtual and physical environments while controlling energy costs.

    IBM Systems Director Active Energy Manager will be available for download beginning December 7, 2007. iPDU capabilities, Power Trending and Thermal Trending are no-charge features of the AEM product and are available free. Prices for managing power usage start at an IBM list price of under $100 (USD) per system and includes both Power Savings Mode and Power Capping.

    IBM is also introducing service offerings to help customers maximize the value of implementing Active Energy Manager in their Data Centers. The Data Center Active Energy Manager implementation and hands-on training service offering will assist customers in exploiting the capabilities of the IBM® Systems Director Active Energy Manager and IBM Director® on IBM Systems as well as BladeCenter and IBM Systems Storage environments. Another service offering, available on-request, interfaces IBM Systems Director Active Energy Manager Extensions with Tivoli Enterprise Management software using ITM Power Agent and/or with OEM equipment, including building and facility automation systems. These service offerings will be available beginning December 14, 2007.

    About IBM Project Big GreenAnnounced in May 2007, Project Big Green is a $1 billion investment to dramatically increase the efficiency of IBM products. New IBM products and services, announced as part of Project Big Green, include a five-step approach to energy efficiency in the data center that, if followed, will sharply reduce data center energy consumption and transform clients' technology infrastructure into "green" data centers, with energy savings of approximately 42 percent for an average data center. The initiative includes a new global "green team" of more than 850 energy efficiency architects from across IBM. To learn more about IBM Project Big Green, go to ibm.com/press/greendatacenter.

    Contact(s) informationTim O'MalleyIBM Media Relations(914) 766-1273tomalley@us.ibm.com

    Related Thomas Industry Update Thomas For Industry

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    IBM 000-012 Exam (IBM Tivoli Usage and Accounting Manager V7.1 Implementation) Detailed Information



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