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000-164 - Infrastructure Technical Leader V1 - Dump Information

Vendor : IBM
Exam Code : 000-164
Exam Name : Infrastructure Technical Leader V1
Questions and Answers : 55 Q & A
Updated On : December 11, 2018
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000-164 Questions and Answers

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000-164 Infrastructure Technical Leader V1

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000-164 exam Dumps Source : Infrastructure Technical Leader V1

Test Code : 000-164
Test Name : Infrastructure Technical Leader V1
Vendor Name : IBM
Q&A : 55 Real Questions

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IBM IBM Infrastructure Technical Leader

IBM Is taking place - however will also be Saved | killexams.com Real Questions and Pass4sure dumps

Image result for ibm

Introduction

In September, I wrote an editorial that chronicled the sluggish decline of overseas enterprise Machines (IBM). The article concentrated on the enterprise’s declining revenues and margins and the fallacy it really is Watson that has been overhyped and over-marketed. due to the fact the article was published, things have gotten worse for the enterprise. Its inventory fee has declined from $a hundred forty five to the existing $123.

in consequence, its market valuation has declined from more than $130 billion to the present $112 billion. This valuation makes IBM moderately valued in comparison to other technology businesses. In IBM, buyers are paying 19X trailing salary and 8X forward earnings. here's vastly reduce than what buyers are buying different old tech companies like Oracle (ORCL), Microsoft (MSFT), Apple (AAPL), and Cisco (CSCO) which have an average forward PE ratio of 15. in a similar fashion, IBM has a forward PS ratio of 1.forty one, which is reduce than the ordinary of these corporations of 4.sixty five.

all over IBM’s decline, many investors – together with Warren Buffet – have invested in the company, hoping that it'll obtain a turnaround. they have got all been dissatisfied as the company’s stock has persisted to look lessen lows. short sellers however were rewarded because the stock has lost 17% of its value this year. The brief activity has increased from 14 million in January to the current 21 million.

in my view, IBM will continue to underperform because it lacks a catalyst if you want to take the stock higher. This analysis will be a observe up to the outdated article and may highlight greater problems that the massive blue is dealing with and how it may also be saved.

Elephant in the Room: RHT

When significant organizations are in decline, they've a dependancy of making terrible decisions particularly when it comes to acquisitions. Two examples of this are the resolution by means of Sears Holdings (SHLD) to purchase okay-Mart and the resolution by using everyday electric powered (GE) to purchase Baker Hughes (BHGE). regrettably, IBM decided to observe the footsteps of those corporations.

Two weeks in the past, the company introduced that it might spend $34 billion to acquire purple Hat (RHT). IBM would purchase RHT for $a hundred ninety, which changed into a 63% premium. In its announcement, IBM’s CEO stated that:

The acquisition of pink Hat is a game-changer. It changes every thing in regards to the cloud market. BM will become the area's #1 hybrid cloud company, offering companies the handiest open cloud solution in an effort to liberate the entire value of the cloud for their groups

This announcement jogged my memory of what GE’s Jeff Immelt noted when he introduced the acquisition of Baker Hughes.

BHGE is an trade chief located to convey in any financial ambiance and help our valued clientele in driving productiveness. This deal capitalizes on the present cycle in oil and fuel while also strengthening our position for the market healing. As we go forward, the new fullstream providing hurries up our potential to lengthen a digital framework to shoppers whereas delivering world-class technical innovation and repair execution. We seem forward to carrying on with a seamless integration for our consumers.

what is diverse within the two statements is that Immelt changed into appropriate concerning the scale of Baker Hughes. nevertheless, Virginia Rometty’s remark become demonstrably wrong. First, in the press conference, IBM used the word cloud forty three times and in line with Rometty, the deal will aid IBM take an better market share within the cloud business. despite the fact, a glance at red Hat’s revenues suggests a different picture. Most of its revenues come from infrastructure-related offerings while the next earnings comes from application building and other emerging know-how offerings. In its 10K, it describes the subscription choices as: earnings generated from crimson Hat business Linux and linked applied sciences comparable to crimson Hat satellite tv for pc and pink Hat Virtualizations.

source: crimson Hat

This aspect changed into also noted by Barron’s article that interviewed an analyst from Bernstein who noted that:

more than half of crimson Hat’s salary was generated via its normal on-premise server operating-system company, which isn’t at once tied to the cloud and has a slowing increase expense.

further, while Amazon’s (AMZN) cloud grew by using 46% in 2017, red Hat’s cloud-related revenues rose with the aid of just 14%. at the equal time, the annual revenues of red Hat are only below $3 billion with the net revenue being under $300 million. Worse, IBM is paying fifty five times RHT’s estimated earnings, which is a hefty valuation given that that many agencies in the sector are acquired at 4.5 instances ahead earnings.

hence, all this does not justify the hefty $34 billion. also, here is now not the first time that IBM has overpaid for its cloud features. In 2013, when it introduced the acquisition of Softlayer, it declared that:

As agencies add public cloud capabilities to their on-premise IT systems, they want commercial enterprise-grade reliability, protection and administration. To address this opportunity, IBM has built a portfolio of high-cost inner most, public and hybrid cloud choices, in addition to software-as-a-carrier business options. With SoftLayer, IBM will accelerate the build-out of our public cloud infrastructure to provide shoppers the broadest option of cloud choices to pressure business innovation.

Even with the SoftLayer acquisition, IBM has lagged other cloud computing groups. it is number 5 in the business behind Amazon, Microsoft, Alibaba (BABA), and Google (GOOG). In public cloud, it has a market share of 6%, which is miniscule in comparison to Amazon’s forty six% market share.

in short, IBM is following the equal vogue adopted via prevalent electric powered when it obtained Baker Hughes or the disastrous $10.3 billion acquisition of Autonomy by way of HP in 2011.

A silver lining in all here's that there's a probability that the deal will no longer close. in the press observation, IBM observed that it's going to pay $one hundred ninety for the enterprise. As of this writing, the enterprise is buying and selling at $172, which is 10% decrease than the proposed $one hundred ninety. In merger arbitrage, this is a sign that an outstanding number of investors don’t trust the deal will close.

subsequent Elephant in the Room: Debt

The pink Hat acquisition is the first among many challenges I did not address in my previous article. This deal despite the fact gifts IBM with a steadiness sheet problem. To finance the all-money transaction, IBM will should lift further debt.

earlier than the deal is closed, IBM has a debt to fairness ratio of two.372, which is better than that of the peers mentioned above. Microsoft, Oracle, Apple, and Cisco have a debt to GDP ratio of 0.8867, 1.527, 1.068, and nil.fifty nine respectively. Their ordinary is 1.01. hence, this could worsen when the company considerations greater debt to finance the acquisition.

this is able to now not be an issue for a corporation it really is growing to be. unfortunately, as I wrote earlier than, the company’s increase has slowed, revenues are declining, and the large bets on Watson aren't figuring out. as it has been referred to, many Watson customers are considering of scaling down.

As you keep in mind, IBM beneath Rometty has develop into a large fiscal engineering company. To enhance self assurance available in the market, the business has borrowed heavily to finance buybacks. in the past ten years, the company has spent more than $forty billion in share buybacks. The chart under suggests the reducing share counts for the company in the past ten years.

evaluate this with the increase in long-term debt as shown beneath.

In other words, the deal through IBM to purchase red Hat will dramatically boost its debt even if RHT’s free cash circulate is expanding. this will probably lead to reduced dividends. in fact, as a result of the acquisition, the business has announced that it is going to halt the buybacks in 2020. for this reason, it's going to halt buybacks to finance a deal I believe will not aid it in future. Couple all this with the hefty $18 billion pension liability which is larger than that of comparable businesses.

IBM can be Saved

in this article, I have omitted other concerns that I raised within the previous article. These considerations include the slowing growth, thinning margins, and the improved competitors from corporations like Alibaba, Amazon, and Google.

whereas things look dark for IBM, I agree with that it can be saved. different old expertise groups have all been in the same situation like IBM and recovered. before Satya Nadella, Microsoft changed into death. in a similar way, before Steve Jobs, Apple was dying.

an excellent place for IBM to start is to admire that it's in trouble. After this, it will beginning through organising the cause of the difficulty. I believe that the explanation for IBM’s problems become its lateness in the cloud computing industry. This extend allowed Amazon and other agencies to enter the trade and purchase valued clientele. In cloud, the churn expense is so low that after a company acquires a consumer, it can be certain that the enterprise will now not defect to its competitors.

next, as with other tech organizations which have recovered, IBM may still accept as true with changing its administration. The truth is that Verginia Rometty has no longer been a superb CEO. under her leadership, the business’s inventory has declined through greater than 30% as shown under. on the equal time, she has been paid more than $120 million. If Rometty has now not changed the business in 6+ years, what makes the board confident that she can turn it around in future?

subsequent, as discussed above, IBM should believe giving up the acquisition of crimson Hat. whereas this may entice a hefty divorce invoice, it might be worth than the disaster that awaits if the deal goes on. remember that eighty three% of all M&A offers fail and there's no reason why this will succeed. To be clear, IBM will need to make acquisitions to compete with Amazon. in reality, with the $34 billion, the enterprise can make option investments. as an instance, it can spend about $3 billion to purchase an organization like field (field) that counts sixty one% of Fortune 500 businesses as clients.

superior, it could possibly use its ventures arm to put money into small startups in an analogous way that Google has finished it with Google Ventures. As shown under, IBM Ventures has no longer made any significant investments in the recent previous.

source: Crunchbase

at last, IBM may still agree with divesting its international business options (GBS) phase. here is a segment that offers consulting, software administration, and global method services. In 2017, the phase generated $16.38 billion in revenues, which became decrease than $16.7 billion in 2016. The segment’s margins are the least among the different segments.

The gross margins are 25%. here is basically comparable to other groups within the sector like Accenture (CAN), Wipro (WIT), and Cognizant technologies (CTSH) which have gross margins of 30%, 30%, and 39%. therefore, on a sum-of parts groundwork, this section by myself will also be price more than $30 billion in the event you evaluate it with its peers.

it's estimated that GBS has more than 120K employees. therefore, divesting the phase will aid the business cut back the headcount and increase margins.

remaining options

IBM’s stock has continued to say no after the announcement of the purple Hat acquisition. As I have defined, the business continues to face fundamental headwinds that will probably take it lower. despite the fact, I accept as true with that the directors can serve the enterprise smartly by using getting out of the RHT deal and finding enhanced acquisition objectives, replacing the CEO, investing in early stage cloud businesses via IBM Ventures arm, and diversifying the global business features arm.

Disclosure: i am/we're long AAPL, field.

I wrote this article myself, and it expresses my own opinions. i am not receiving compensation for it (other than from in search of Alpha). I have no enterprise relationship with any company whose stock is outlined in this article.


companions of IBM competitors no longer Sweating The crimson Hat Deal | killexams.com Real Questions and Pass4sure dumps

whereas IBM says its deal to purchase red Hat for $34 billion is set nothing in need of maintaining hybrid cloud dominance, companions of hyper-scale public cloud opponents don't seem to be sweating with be anxious.

Such cloud-focused answer suppliers, although, try to wrap their heads around the genuine motivations in the back of large Blue's play to completely appreciate the knowledge impact on their AWS, Microsoft Azure and Google Cloud practices.

"The overarching query, and that i don’t know if there's a very good reply to it, is what precisely is IBM's method right here?" spoke of Aater Suleman, CEO of Flux7, an Austin, Tex.-based mostly AWS consultancy that additionally companions with purple Hat.

Cloud partners have outlined a couple of viable scenarios to online game the aggressive chance.

[Related: View From The Trenches: 3 Partners Scrutinize The IBM-Red Hat Deal]

the most-malicious interpretation of the deal, and the one that would most affect a hyper-scale cloud companion, is that IBM goals to hurt rivals by pulling support for pink Hat products.

a strategy to slow the migrations enabled by pink Hat's products to AWS and different clouds will backfire, said Ethan Simmons, managing companion of Pinnacle know-how partners, a Boston-primarily based AWS accomplice.

"If red Hat would not continue to offer that capacity to effortlessly move their Linux workloads to Amazon, if IBM breaks that, [customers] will locate any other method to do it. it can hasten the circulate away from purple Hat," referred to Simmons, who ended an IBM partnership roughly two years in the past, and one with red Hat much more currently.

Any effort to hinder migrations to the public cloud ultimately is futile, he told CRN.

"no person goes to cease what they are doing as a result of IBM may not let them," Simmons noted.

however have been IBM to comply with that aggressive tack, it might almost certainly ship shock waves across the AWS ecosystem, Suleman advised CRN.

agencies are "the usage of crimson Hat everywhere of their statistics centers," Suleman noted, and not handiest red Hat commercial enterprise Linux, but often OpenShift and Ansible "below the hood"—DevOps items that empower different cloud providers.

If their challenge turns into "now not just migrate to cloud, but to a different working system, [IBM] can slow down public cloud adoption," Suleman observed.

the use of red Hat to disclaim income to leading cloud providers will also undermine crimson Hat's company, Suleman talked about, but it will damage IBM's competitors "equally if not extra."

however that "predatory" method represents "a worst-case situation," Suleman mentioned, and "i am hopeful that that's no longer what they're planning for."

On the different excessive, IBM might mostly depart red Hat by myself, enabling the open source leader to enhance its salary and convey useful intellect share as an independent division, Suleman referred to.

With its OpenShift container offering and the Ansible configuration manager, pink Hat is a company depended on by means of contemporary DevOps teams, Suleman referred to.

IBM stands to benefit "builder mind share" from full-stack engineers—an more and more important asset in a global through which business leaders appear to outcomes, not underlying applied sciences and companies.

IBM's "no longer just buying a technology, but purchasing a community that goes with it," Suleman stated, seeing parallels to Microsoft's acquisition of GitHub, which was mostly about profitable developer intellect share.

Between both extremes is a center road—one that allows you to influence other cloud suppliers, but now not pose a huge danger to any of their partners' practices.

there is "an entire enviornment of gray in between which is probably going the place we should be," Suleman talked about.

IBM will seemingly look to pink Hat to get a "small leg up" for its own infrastructure, whereas nevertheless allowing the expertise to play exceptional with competitors. That entails a tighter integration between crimson Hat's portfolio and IBM Cloud, growing an easier migration course for legacy workloads to huge Blue's public and private infrastructure, assisting win new consumers and maintain old ones much more.

including to the merits of a seamless utility extension could be customer overlap serving as a automobile for upsell or move-promote alternatives, he spoke of.

"that may also influence other cloud providers," Suleman advised CRN, however in a greater-normal aggressive manner, and not almost to the extent of the predatory method.

That situation finally may even yield a more in-depth relationship between IBM and different cloud leaders, exceptionally because IBM Cloud professional capabilities increasingly does AWS implementation and method work for its clients, Suleman referred to.

IBM could see crimson Hat as offering the top-rated platform and toolset to serve its business valued clientele trying to put in force a multi-cloud strategy, Simmons instructed CRN.

"it be either tell their valued clientele, 'no, you might be stuck with us,' or supply them the alternative," Simmons said. "might be crimson Hat is IBM's tool in their quiver to have that conversation. that is probably the top-quality state of affairs for IBM."

but while cloud companions scrutinize IBM's rational for agreeing to pay a massive sixty three % top class on pink Hat's market value, they wonder if there may be any complete approach at play past desperation.

Tony Safoian, CEO of Microsoft and Google cloud accomplice SADA systems, told CRN he doubts there is one.

IBM is likely just attempting to remain crucial within the cloud conversation and stem the bleeding of companies relocating legacy workloads to the three hyper-scale powerhouses, he stated.

And while purple Hat is "an outstanding enterprise" that generates cash circulation accretive to IBM, that does not imply a combined entity will loom larger than the sum of its parts, Safoian talked about.

"just as a result of they make these kinds of acquisitions doesn't mean that interprets to an exact market have an impact on, principally in cloud," Safoian observed.

IBM might see benefits from the cope with its latest big accounts—places where it already owns many of the IT spend—however "I don’t see how having IBM own pink Hat changes the conversation for a typical client needing to set up a cloud method," Safoian referred to.

The deal more often than not "speaks to how crucial cloud is, and doubtless the indisputable fact that IBM feels they may be lacking the boat, even inspite of the SoftLayer acquisition," he informed CRN.

Simmons is additionally skeptical IBM has any coherent approach. And he concerns the deal will prove a drag on purple Hat.

He expressed that place bluntly on Twitter: "The desperation at IBM is more advantageous than we notion. they are going to drive purple Hat into the floor. The shift to AWS/Azure/GCP is going on at a tempo that these enormous groups aren't able to grasp."


IBM companions With Seagate to in the reduction of international pressure Counterfeiting With Blockchain Tech | killexams.com Real Questions and Pass4sure dumps

IBM announced on Thursday it's partnering with information storage solutions company Seagate expertise to help in the reduction of product counterfeiting using blockchain and protection applied sciences. IBM pronounced that the project is designed to support manufacturers, integrators, and enterprise companions to determine counterfeit difficult drives. The mission might be the use of the IBM Blockchain Platform to authenticate the provenance of disk force items, in addition to carry a new degree of multi-layer safety insurance policy to the statistics administration business.

IBM also revealed that through the partnership Seagate will update its Blockchain Platform on the IBM Cloud with product authentication data based on the Seagate cozy digital identity(eID) on the factor of manufacture.

“each and every pleasing identifier (serving as an electronic fingerprint) can be used to verify the id of a hard power at any time during its product life cycle. Seagate’s licensed Erase employs cryptographic erasure know-how to supply a digital certificates of information purge, which is electronically signed via the gadget beneath the Seagate comfortable public key infrastructure (PKI) and kept on the blockchain for compliance administration with emerging international facts privateness legal guidelines.”

while sharing extra details about the partnership, Bruce Anderson, international Managing Director of  Electronics industry at IBM, pointed out:

“Blockchain expertise will also be extremely useful in confirming provenance and authenticity of belongings. The capability to work with Seagate to combine blockchain with superior cryptographic product identification know-how is what units this work apart, and signals blockchain’s skills to reimagine the electronics product life cycle administration procedures. Counterfeit electronic accessories are a world situation that requires an ecosystem-huge effort to tackle.”

Mark Re, Senior vp and CTO at Seagate, went on to add:

“IBM has a proven history of know-how innovation as evidenced by way of its market leadership in blockchain expertise for product provenance in quite a few industries. via combining Seagate’s improvements in product security with IBM’s blockchain advantage, we are looking to prove that we are able to help in the reduction of the incidence of product counterfeiting in the future.”


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Spirent Extends Industry Leadership in Security Assurance by Expanding Performance and Scale Testing to TLS v1.3 Encryption Protocol | killexams.com real questions and Pass4sure dumps

SAN JOSE, Calif.--(BUSINESS WIRE)--

Spirent Communications plc (SPT.L) today announced that it has dramatically expanded the functionality of its CyberFlood and Avalanche solutions by adding performance and scale testing for the new TLS v1.3 encryption protocol. CyberFlood and Avalanche are the only solutions on the market to offer this new capability. Available immediately, the new functionality allows customers to better prepare for the rapid proliferation of TLS v1.3 technology by testing and stressing traffic capacities on TLS v1.3-enabled devices and endpoint applications. In August 2017, CyberFlood became the first product to offer functional security testing with fuzz testing. Today’s announcement further extends the company’s leadership in the security assurance space.

TLS (transport layer security) enables secure communication between web browsers and servers on the Internet. TLS v1.3 is the latest version and is quickly becoming the de facto encryption standard. Companies such as Facebook, Google, and Akamai are rapidly adopting TLS v1.3, which significantly improves efficiency and security and includes optimizations that address the rising tide of performance-slowing encrypted Internet traffic. However, TLS v1.3 will need to co-exist with legacy implementations such as TLS v1.2, leading to potential interoperability and other deployment issues.

“TLS v1.3 will ultimately improve security and privacy for Internet users; however, there is risk with new standards and new potential holes in customers’ security,” said David DeSanto, director of products and threat research at Spirent Communications. “With Spirent’s performance and scale testing of this bleeding edge cryptographic standard, customers can validate that they are securely deployed, that they can achieve their desired performance, and that they know where the skeletons are in their TLS v1.3 deployments. With this capability, Spirent is helping to secure the future of the connected world.”

Because the new capability is available in all of Spirent’s recent platforms, customers can go straight to functional testing with Spirent’s virtual solution, CyberFlood Virtual (CFV), which lowers any barriers to entry by allowing users to install CyberFlood security and performance solutions on their own hardware and perform scale testing to their specific needs. At the other end of the spectrum, high-end customers in need of maximum muscle can use Spirent’s C100-S3 appliance, which provides high-density interconnect capabilities from 1G to 100G for full-scale performance testing. C100-S3 can emulate an enterprise or service provider network with millions of users with such fidelity that Spirent traffic is indistinguishable from real-world traffic on the Internet. This stress testing helps customers identify any performance ceilings in their TLS v1.3-enabled devices and endpoint applications.

“TLS v1.3 will rapidly become the new standard because it has a world of enhancements and performance advantages over previous iterations,” said Larry Stefonic, founder and CEO of wolfSSL. “As such, it is imperative that internet infrastructure providers move quickly to get ahead of the curve by employing Spirent’s security assurance technology.”

“Enterprises and other organizations cannot afford to be left behind when TLS v1.3 becomes the de facto encryption standard, as it surely will,” said Sean Pike, program vice president, Worldwide Security Products at IDC. “There is great value in being able to gain advance insights into any resource limitation—be it computing power, memory, network latency, user experience issues, or connectivity. Spirent’s performance testing yields such insights so that customers can be better prepared for the emerging TLS v1.3 technology.”

Availability

Cyberflood and Avalanche with TLS v1.3 support will be demonstrated in Booth 1101 at the upcoming RSA Conference and Expo at Moscone Center in San Francisco, April 16-19, 2018.

For availability and more information about CyberFlood and Avalanche with TLS v1.3 support, please visit the Spirent Security Blog.

About Spirent Communications

Spirent Communications is a leader in assessment, validation and monitoring solutions that test and verify the performance and security of enterprise network and application infrastructures in a broad range of environments, including enterprise, IoT, automotive, mobility and critical infrastructures. Global 2000 customers in government, industry, healthcare, and financial services employ Spirent Security products and services to ensure an unsurpassed service experience while reducing churn, increasing revenue and strengthening market share. For more information about Spirent Security solutions and services, visit www.spirent.com/security.

View source version on businesswire.com: https://www.businesswire.com/news/home/20180403005079/en/


TSMC Certifies Synopsys Digital and Custom Solution for V1.0 N16 Process | killexams.com real questions and Pass4sure dumps

MOUNTAIN VIEW, Calif., April 14, 2014 /PRNewswire/ —

Highlights:

  • Certification enables custom and cell-based designs deployed by early adopters
  • Cell-based solution includes Design Compiler® synthesis, IC Compiler™ physical implementation, IC Validator physical verification, StarRC™ extraction and PrimeTime® timing analysis
  • Custom solution includes HSPICE® circuit simulation, FastSPICE simulation with CustomSim™ and FineSim® tools, static timing analysis with NanoTime and custom implementation with the Laker® solution
  • Synopsys, Inc. (Nasdaq:SNPS), a global leader providing software, IP and services used to accelerate innovation in chips and electronic systems, today announced immediate availability of the V1.0 certified solution for cell-based and custom implementation with the TSMC N16 FinFET process. The TSMC-certified solution delivers predictable design closure with production-ready FinFET design automation tools. It allows engineers designing the next wave of semiconductors to deliver faster, more power-efficient and denser chips. Details of Synopsys’ FinFET solution can be found at www.synopsys.com/finfet.

    “Delivering innovations to bring out the best of every new process technology has been a key focus of the longstanding collaboration between TSMC and Synopsys,” said Suk Lee, TSMC senior director, Design Infrastructure Marketing Division. “Given the complexity of dealing with 3-D transistors, we started early and significantly broadened our collaboration with Synopsys to deliver on the promise of FinFET technology. With the availability of V1.0 certified tools, all our customers can now realize the full potential of FinFET technology.”

    “The V1.0 certification of our Galaxy Design Platform for the N16 FinFET process is the result of many innovations realized through the deep engineering collaboration between TSMC and Synopsys,” said Bijan Kiani, vice president of marketing for the Design Group at Synopsys, Inc. “We worked with TSMC and our mutual customers across multiple market segments to deliver a complete, efficient and proven flow. This allows engineers to make the most of FinFET technology and deliver state-of-the-art designs.”

    About the TSMC N16 V1.0 Certified SolutionSynopsys’ Galaxy™ Design Platform provides comprehensive tools and methodology support for customers designing with TSMC’s 16-nm FinFET process:

  • IC Compiler: Advanced technology supports 16-nm FinFET quantized rules, FinFET grid rules and advanced optimization methodology, including PBA vs. GBA timing correlation and low-voltage hold time fixing to achieve optimal performance, power and area
  • IC Validator: DRC and DPT rule compliance checks verify FinFET parameters, including fin boundary rules and expanding dummy cells
  • PrimeTime: Advanced waveform-propagation delay calculation delivers static timing analysis (STA) signoff accuracy required for FinFET processes
  • StarRC: Pioneering “real profile” FinFET device modeling provides precise middle-end-of-line (MEOL) parasitic extraction for accurate transistor-level analysis
  • HSPICE, CustomSim and FineSim: FinFET device modeling and accurate circuit simulation for the latest FinFET-based designs. In addition, CustomSim delivers new capabilities for electromigration and IR-drop analysis
  • Laker: Support for complex FinFET abutment rules, double-patterning, MEOL layers and other advanced-node design requirements
  • About Synopsys

    Synopsys, Inc. (Nasdaq: SNPS) accelerates innovation in the global electronics market. As a leader in electronic design automation (EDA) and semiconductor IP, Synopsys delivers software, IP and services to help engineers address their design, verification, system and manufacturing challenges. Since 1986, engineers around the world have been using Synopsys technology to design and create billions of chips and systems. Learn more atwww.synopsys.com.


    Development, Testing, Installation and Maintenance v1.23 | killexams.com real questions and Pass4sure dumps

    This document details the development, testing, install and maintenance cycle for www.bbc.co.uk servers. For information on this cycle for news.bbc.co.uk servers, please contact the Product Lead, BBC News.

    Top of page

    1. Standard infrastructure and non-standard systems

    The current bbc.co.uk infrastructure is documented in bbc.co.uk standard infrastructure – supported software.

    If your project has requirements that do not fit in with the existing bbc.co.uk infrastructure you will need to discuss your options with your Technical Project Manager (technical lead). These may include:

  • Hosting by third party with links from/to bbc.co.uk services (see Third Party Hosting Requirements)
  • Installation of custom hardware to support your application within the bbc.co.uk architecture and with access to bbc.co.uk systems
  • In both cases security rules will apply and external independent 'Penetration Testing' companies will be used to check these systems in addition to the security processes below. The third-party provider will need to provide satisfactory evidence of good security/ policies and availability of their services.

    For bbc.co.uk hosted solutions, all the rules in terms of access will apply. For externally hosted systems there will be more flexibility – if good practice is demonstrated.

    Top of page

    2. Development environment 2.1 Development servers

    External developers may use the extdev.bbc.co.uk development server, which resides outside the firewall, for all testing purposes.

    In circumstances where external developers are allowed to use development servers inside the firewall, you may use dev0.reith.bbc.co.uk.

    2.2 Use of development servers

    The extdev.bbc.co.uk development server is managed by the Siemens Internet Operations team. This externally accessible development environment is available for building and testing content and applications that will eventually be published as part of bbc.co.uk.

    extdev.bbc.co.uk should not be used as a general storage area for material that will not be published onto the live environment. The server is not regularly backed-up, so developers are strongly advised to keep a back-up of all material published there.

    A variety of features and options are available within the development environment, including:

    2.3 Development accounts

    To apply for a development account on a development server, your Technical Project Manager (technical lead) must complete a Dev Account Request Form available from Siemens Internet Operations or Red Bee Media webmasters.

    An account can take up to 3 days to process and set up.

    When requesting a development account, consider the following points:

  • Will other developers need to work on content held within the developer's personal account?
  • If Yes: It may be appropriate to set up a generic "User Group" to enable read/write privileges to other named developers.
  • More information and docs on the environment can be found at http://extdev.bbc.co.uk/index.shtml
  • 2.4 Development constraints

    Ensure that you adhere to all the appropriate BBC New Media standards. Your Technical Project Manager or Technical Forum representative can assist you in identifying standards relevant to your project. These can be found at http://www.bbc.co.uk/guidelines/futuremedia/.

    Ensure any database usage and schemas are approved by New Media DBA – as per the application standards

    Inform the Technical Project Manager about volumetrics of your application – as per the application standards.

    Ensure that your application works with the supported software versions installed on the BBC servers, or that you make a request to use unsupported software early in your development cycle – see bbc.co.uk standard infrastructure – supported software.

    Ensure that file-paths will work after your project is moved to a BBC server. Typically these should be:

  • /home/system/www/[sitename]/ (for HTML pages)
  • /home/system/cgi-bin/[sitename]/ (for mod_perl applications)
  • /home/system/perldata/[sitename]/ (for templates read by modperl applications)
  • You MUST test your project on a BBC development server (e.g extdev.bbc.co.uk or dev0.reith.bbc.co.uk) before submitting it for acceptance testing.

    2.5 Presentation of development content

    When you set up an account, you can request the setup of a symbolic link between a developer's personal development space and that of the site under development. This will allow content to behave as if it were already on the live environment.

    For example, if Joe Bloggs (with login username: joeb) is working on the "disco" site, Red Bee Media webmasters can arrange for the site to be browsable via the link http://extdev.bbc.co.uk/disco instead of (for example) http://extdev.bbc.co.uk/joeb/disco.

    Top of page

    3. Acceptance testing 3.1 Acceptance testing for new websites

    All new bbc.co.uk websites MUST be tested against the appropriate bbc.co.uk technical and design standards before being published on the public web server, according to the acceptance testing procedure for website deliverables, as specified in the website's contract (see Legal & Business Considerations for further information).

    Acceptance testing is supervised by Red Bee Media webmasters, who are responsible for monitoring and maintaining quality assurance by checking the consistency, continuity, and coherence of supported services. The team is responsible for testing the usability, accessibility, and cross-platform compatibility of supported services.

    Sites that do not meet bbc.co.uk standards cannot be published. Website tests produce a report, available to the site's producer and developers, which outlines the reasons for a site's success or failure to meet these standards.

    3.2 Acceptance (security) testing for new applications

    To prevent downtime due to compromised applications, all active code destined for bbc.co.uk is vetted by the Siemens Internet Operations team to ensure it has no security flaws and passes the relevant guidelines [see (Server-Side) Application Development Standards Restricted access - Post-NDA only)].

    Please liaise with your Technical Project Manager to assist in the operation of this procedure, when it is time to install an application to ensure correct process.

    Executable code hosted elsewhere will be subjected to independent security testing prior to public release (see Third Party Hosting Standards).

    Top of page

    4. Uploading content and installing applications

    To prevent illicit changes to bbc.co.uk site content or unauthorised use of personal data on bbc.co.uk, third parties only have access to the following:

  • An FTP account on the main distribution server to upload web, streamed and downloaded content and application configuration files (not applications)
  • HTTP/HTTPS to site and services with basic authentication where appropriate
  • Third parties have no direct shell access at all (e.g. SSH, Telnet or SQL*Net) to live applications, web or database servers.

    4.1 Application installation

    All applications are installed by Siemens Internet Operations – see (Server-Side) Application Development Standards Restricted access - Post-NDA only.

    4.2 Uploading content via the FTPBorg queue

    All new and updated content to the live site e.g. web pages, AV media and config files, are FTP'ed to borg.bbc.co.uk. The BBC uses a system called FTPBorg to ensure content is distributed to the correct set of live servers.

    The directory structure in your FTP account determines the servers the content goes to. See 4.2.4 for further information on this. For example, content place in the 'rmhttp' directory of your FTP account, goes to the downloads servers 'downloads.bbc.co.uk'.

    4.2.1 Gaining access to the MCS (FTPBorg)

    If it is agreed that you can publish your own content and scripts, you MAY request a Trusted User Account from Red Bee Media webmasters. This account lets you upload content via FTP to the Master Control Server, giving you access to the content on the site that is suitable to the status of your trusted user account.

    4.2.2 FTPBorg queue upload etiquette

    The FTPBorg queue is a facility which is shared by the webmasters of all websites to update their content. To ensure that no individual webmaster abuses this contended facility, you must follow these guidelines whenever you upload anything to the queue:

  • always upload the minimum number of files necessary to make your content change – for example, do not upload your whole site to make a small change to a single page.
  • Before uploading a large volume of files during a peak time, you must contact the Red Bee Media webmasters to request their permission.
  • 4.2.3 Upload process
  • FTP the files to the correct directory on borg.bbc.co.uk. (NB. Always save text filetypes as UNIX (not Windows) and always upload text file-types as ASCII).
  • Check that they appear at http://www0.bbc.co.uk.
  • The Borg system intercepts your FTP requests (such as PUT, DEL, and MKDIR), then puts them into a transaction log file, which is applied to all servers in the content network in the order received. Find out how long your content update will take to reach all live servers by viewing http://www0.bbc.co.uk/cgi-bin/support/borgqueue. Please ensure your upload application is resilient and restarts in event of a borg restart/recovery.
  • Examine your changed files at http://www.bbc.co.uk.
  • 4.2.4 Architecture of FTPBorg

    The architecture of the FTPBorg system is straightforward. FTPBorg places new content in a queue for upload to each live server. Upload takes place in parallel to each server, but (depending upon a number of factors) can cause content to be delivered over approximately 15 minutes. This is especially the case for our international servers.

    Not all files placed on borg.bbc.co.uk are borged to all servers. There are five distinct server types in the network.

  • Web content visible to the public from www.bbc.co.uk.
  • Modperl applications running on dedicated application servers, visible via www.bbc.co.uk/cgi-perl/.
  • CPSs* dedicated servers to generate content for the main site.
  • Audio or video Files for streaming servers (Windows and Real format
  • Large file servers ( 500kbytes+ ) (downloads.bbc.co.uk)
  • Your FTP account displays the following directories and their locations.

  • /www/ – 1 – URL: http://www.bbc.co.uk
  • /data/ – 1,2 – URL: Not visible
  • /perldata/ – 2 – URL: Not visible
  • /cps/ – 3 – URL: http://cps0.mh.bbc.co.uk/...
  • /results/ – this is a special directory showing the output of scripts needing to write to files – URL: Not visible
  • /cgi-bin/ – 1 – URL: http://www.bbc.co.uk/cgi-bin/...
  • /cgi-perl/ – 2 – URL: http://www.bbc.co.uk/cgi-perl
  • /advance/ – in this folder, you can create a sub-folder where the name is the time and date at which you wish that content to become active. If you would like to use this feature (which is good for launching content to synchronise with timed events like programme broadcasts) then contact Red Bee Media webmasters to set up the advance folder in your trusted user FTP account. – URL: Not visible
  • /realmedia/ – 4 – see AV standards
  • /rmhttp/ – 5 – URL: http://downloads.bbc.co.uk/...
  • It is important that you place the correct content in the correct folder above. For example, streamed AV content will not work unless placed into the 'realmedia' folder and large file content (500Kbytes+) must be placed into the 'rmhttp' folder.

    If any of the above folders do not exist in your account, request Red Bee to set them up for you.

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    5. Support and maintenance

    When planning your project you MUST consider issues of support and maintenance and document and supply the relevant information to the technical contact, such as:

  • What will need to be maintained?
  • How much will need to be maintained?
  • Who will maintain it?
  • For applications running on http://www.bbc.co.uk, or for developers producing content for it, the following support and maintenance arrangements are available:

  • First line – Red Bee Media webmasters
  • Second Line – Siemens Internet Operations, who offer the following services:
  • Various RRD based monitoring and reporting tools
  • A hotline number for 24/7 technical staff with direct access to these systems (the hotline can be used to request application changes or installation)
  • Third Line – the following groups support their own applications:
  • New Media developers within BBC divisions
  • External companies, where appropriate
  • If you are developing applications for www.bbc.co.uk, then you MUST plan for first, second and third line support. You MUST provide those teams with documentation and possibly training so that they can carry out typical support activities. If you do not intend to provide third line (maintenance) support or ongoing development of the application, then you MUST have an agreement in place with the team that you expect to provide this for you.

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