|Exam Name||:||IBM Tivoli Workload Scheduler V8.6 Implementation|
|Questions and Answers||:||134 Q & A|
|Updated On||:||April 19, 2019|
|PDF Download Mirror||:||Pass4sure 000-569 Dump|
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IBM last week announced a new release of Tivoli Workload Scheduler, its enterprise job scheduler for purposes operating on i OS, z/OS, windows, Unix, and Linux operating techniques. With version eight.5.1, IBM has brought new dynamic scheduling capabilities for virtualized servers, in addition to new graphical views designed to get rid of distractions and assist administrators superior take note the scheduling ambiance.
equipment i retail outlets may additionally not be aware that, in Tivoli Workload Scheduler, IBM presents a go-platform enterprise-electricity job scheduler that may support to control application workloads running throughout different servers.
Tivoli Workload Scheduler doesn’t definitely run on i OS- and i5/OS-based mostly device i and energy programs servers, which isn’t astounding, given that few, if any, Tivoli products truly run on the platform. in this case, the utility requires a DB2 for LUW, Oracle, or Informix for Intel sixty four-bit database to run. however Tivoli Workload Scheduler agents do deploy to the platform previously referred to as AS/400, permitting shoppers to manage i OS workloads with the software.
IBM says the enhancements delivered with edition 8.5.1 finished the building effort it began three years in the past, and will support to lower standard scheduling errors.
On the GUI front, the “wealthy visible representations” of jobstream objects in the Dynamic Workload Console component should go far in assisting directors to understand what’s occurring with their workloads. mainly, the images exhibit job flows, including any dependencies among numerous jobs.
“the new graphical views enable development and operational teams to work in an built-in method and to grasp advanced circumstance in a extremely brief time,” IBM says in its utility announcement.
On the workload optimization entrance, the introduction of brokers with dynamic scheduling capabilities should enable clients to implement useful resource-primarily based scheduling, and pressure more efficiency into their workload schedules. particularly, the brokers flow beyond the elementary thought of regular server utilization, and into the more nuanced fields of priority swimming pools, automatic provisioning requests, and energy consumption optimization.
Tivoli Workload Scheduler edition eight.5.1 became attainable last week. For extra guidance, see U.S. application Announcement 209-434.
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"This partnership will permit us to focal point our technical groups on native cloud and cognitive solutions, as well as industry-particular alternatives," the businesses stated in a blog post.
HCL will construct elements and capabilities on desirable of present IBM structures and products akin to Tivoli Workload Scheduler, Rational testing, and Rational Modeling & building and software for on-premises, hybrid and public cloud and software as a provider (SaaS) systems.
"construction and guide teams from IBM, who're expert in these products and offerings, will advantage from HCL’s robust engineering heritage and subculture of empowerment. collectively, we will continue to boost and cloud-allow current utility, which is essential to the lengthy-term success of our clients," the submit added.Automation and DevOps software are critical to the success of customers making an attempt to turn into digital organizations.
"Most admire these tools enable them to greater react to these days’s dynamic environment of new cloud platform and cognitive solutions," the agencies noted.
while automation helps groups efficaciously control their workloads, devOps is now an important partof the software construction manner as it improves the pace, pleasant and predictability of development initiatives, the submit added.
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DUBLIN--(BUSINESS WIRE)--Research and Markets (http://www.researchandmarkets.com/research/e6ae3a/workload_automatio) has announced the addition of the "Workload Automation Q1 2010 - An EMA Radar Report" report to their offering.
Workload Automation (WLA), the natural maturation of Job Scheduling to enable broader IT Service Management, is not the sexiest technology in the data center, but few can argue the degree to which other technologies and business objectives depend upon WLA.
Unfortunately, most enterprises are poorly positioned to exploit WLA for its layered advantages and, as a result, will endure longer and more frequent outages in combination with unnecessary resource inefficiency. A strategic, modular, and comprehensive WLA implementation delivers rapid ROI and enables broader IT optimization that supports business objectives.
This EMA Radar Report for Workload Automation provides enterprise readers with a starting point from which to evaluate available WLA solutions. EMA analysts combined a detailed feature-function survey with a deep investigation into each solutions architecture, deployment, usability, vendor strength, product pricing and more, to provide a basis for evaluation. Added to this are the expert insights and opinions of experienced EMA analysts.
This report also provides a maturity model that explains the progression from chaotic batch job scheduling to dynamic and adaptive WLA.
Vendors evaluated include: Arcana, Advanced Systems Concepts (ActiveBatch), ASG (Zeke, Zena, OpsCentral), BMC Software (CONTROL-M), CA (CA 7, CA Scheduler, CA AutoSys, CA ESP, CA Jobtrac, CA NSM) , IBM (Tivoli Workload Automation, Tivoli Workload Scheduler), Opswise, ORSYP (Dollar Universe), ROC Maestro, SMA (OpCon/xps) Stonebranch (Indesca), Cisco (Tidal Enterprise Scheduler), and UC4 (V8 Automation Engine).
Key Topics Covered:
The Workload Automation Landscape
Assessing the Workload Automation Market
EMA Radar Report for WLA Vendors
Advanced Systems Concepts, Active Batch
Cisco Tidal Enterprise Scheduler
Future Market Directions and Conclusion
Appendix A: The EMA Radar Report Methodology
For more information visit http://www.researchandmarkets.com/research/e6ae3a/workload_automatio
IBM last month issued integrity PTFs for IBM i 6.1 through IBM i 7.2 to address eight recently discovered security vulnerabilities in OpenSSL. This includes the so-called Logjam Attack in TLS, which was disclosed by security researchers in May and could allow attackers to read encrypted traffic. The eight vulnerabilities also exist in i5/OS V5R3 and V5R4, but IBM will not fix them, it says.
IBM i shops are encouraged to apply the patches–including SI57527 for IBM i 6.1, SI57473 for IBM i 7.1, and SI57468 for IBM i 7.2–as soon as possible. For organizations running older versions of the operating system, this serves as another wake-up call to upgrade their operating systems to newer versions that are supported by IBM.
In its latest security advisory, IBM disclosed that it patched IBM i to address the following security vulnerabilities, as named by the Common Vulnerabilities and Exposures (CVE) standard: CVE-2015-4000, also known as the Logjam Attack, refers to a vulnerability in TLS version 1.2 and earlier connections that use the Diffie-Hellman (DH) key exchange protocol. Researchers in May described a flaw whereby a remote attacker could force a downgrade to 512-bit export-grade cipher by launching a man-in-the-middle attack that exploits a problem in the handshake between server and client. This could enable the attacker to recover the session key, thereby allowing him to obtain sensitive information and change the contents of the traffic.
The OpenSSL Project, which oversees the OpenSSL protocol, addressed the matter with a fix whereby TLS clients will automatically reject handshakes with DH parameters shorter than 768 bits. The limit will be increased to 1024 bits in a future release, the group says.
In its advisory, IBM tells IBM i shops to be aware of the CPU costs of longer encryption keys. “As the length of the server key size are increased, the amount of CPU required for full TLS/SSL handshake can significantly increase,” IBM says. “Please carefully test and assess the impact to your CPU requirements to ensure sufficient CPU resources, otherwise the system availability may be impacted.” The Logjam Attack carries a CVSS base score of 4.3, which is a moderate threat.
A potentially more dangerous flaw is CVE-2014-8176, which describes a flaw in the handling of cipher messages and could enable an attacker to launch a denial of service attack (DoS) or cause other undisclosed problems. The flaw exists in older versions of OpenSSL (versions 0.9.8, 1.0.0, and 1.0.1) that was fixed in 2014; it doesn’t exist in newer versions. This flaw carries a CVSS Base Score of 6.5, which is moderately critical.
IBM has also patched CVE-2015-1788, a flaw in the way OpenSSL processes certain parameter structures. This flaw could lead to a DoS attack, and exists in older versions of OpenSSL. It carries a CVSS score of 5, making it a moderate threat.
There is also a DoS threat with CVE-2015-1789 refers to a flaw caused by “an out-of-bounds read” involving X509 digital certificates. “An attacker could exploit this vulnerability using a specially crafted certificate or CRL to trigger a segmentation fault,” the CVE says in its description of the flaw. The flaw carries a CVSS base score of 5.
Another moderate threat is found in CVE-2015-1790, which could allow an attacker to launch a DoS attack by using a malformed PKCS#7 digital signature to trigger a NULL pointer deference. This threat also carries a CVSS base score of 5.
Attackers could bring down an OpenSSL-enabled website with CVE-2015-1791, which describes a flaw in the way the protocol handles new tickets and attempted reuse of older tickets. It also carries a CVSS base score of 5.
IBM also addressed CVE-2015-1792. A vulnerability in the way OpenSSL verifies signedData messages could enable an attacker to trigger an infinite loop in the application by introducing an unknown hash function. This vulnerability carries a CVSS base score of 5 also.
Finally, IBM addressed a more severe threat in CVE-2015-1793, which was discovered just a month ago. “This vulnerability could allow a remote attacker to bypass security restrictions, caused by an implementation error of the alternative certificate chain logic,” the OpenSSL project says. An attacker could exploit this vulnerability to issue an invalid X509 security certificate. CVE-2015-1793 carries a CVSS base score of 7.5, and was given a “high” severity rating by the OpenSSL project.
This is the second time this year that IBM has issued PTFs for IBM i 6.1 through 7.2 that patch eight OpenSSL vulnerabilities. In March, the company patched various problems with OpenSSL and BIND.
Just like the older OpenSSL flaws, the current crop of OpenSSL flaws will require a round of patching in a variety of software and hardware products. According to IBM’s Product Security Incident Response (PSIRT) blog, other IBM products susceptible to the problems include the FlashSystem V840, Tivoli Monitoring and Workload Scheduler, Juniper Networks products (which IBM resells), the Security Identity Manager Virtual Appliance, QRadar SIEM, Rational ClearQuest and RequisitePro, MobileFirst Platform Foundation and Worklight, PowerKVM, the Power Hardware Management Console (HMC), InfoSphere BigInsights, PureData System for Operational Analytics, the SDK for Node.js, MQ Lite and MessageSight, Security Network Intrusion Prevention System, Security Access Manager for Web, FileNet Content Manager, and related products.
The security world has become more aware of OpenSSL flaws since last year’s Heartbleed vulnerability, which exposed the passwords used by millions of people. None of the new flaws appear to be as critical or widespread as Heartbleed, which also impacted IBM’s Power Systems platforms.
IBM Patches BIND and OpenSSL Flaws in IBM i
IBM And ISVs Fight POODLE Vulnerability In SSL 3.0
Heartbleed Exposes The Vulnerability Of An IBM i Mentality
IBM Patches Heartbleed Vulnerability in Power Systems Firmware
Heartbleed Postmortem: Time to Rethink Open Source Security?
Heartbleed, OpenSSL, and IBM i: What You Need to Know
It didn't take a lot of looking for the team to find places where it could improve upon IBM's way of doing things, after its ten years of running Eckerd's information systems.
For example, the processes IBM had in place for collecting sales data and loading it into Eckerd's Oracle-based data warehouse required "a lot of handholding," says Terri Cull, director of store systems. For instance, batch jobs for consolidating sales reports and updating the data warehouse used to analyze trends often got tangled up and stopped. Data center operators frequently had to manually restart batch jobs that stalled.
Cull says that was just one example of "manual or near-manual processes" in which computerized jobs had to be actively monitored or they wouldn't work correctly.
"That kind of speaks to what the outsourcer's motivation is," Petersen says, suggesting that labor-intensive processes weren't as big of a concern for IBM, since it was in the business of supplying technical staff. But they were a concern for Eckerd, as it worked to create a lean and effective technology department. IBM declined repeated requests for comment.
Eckerd decided to bring computing back in-house in order to cut its outsourcing fees and regain control of strategic initiatives like its Quantum Leap supply-chain improvement project.
A side benefit has been making its information processing and technology services operations more responsive. For instance, under IBM, the data available for merchandisers trying to analyze sales patterns was often two or three days old—which Petersen likens to "flying blind." Managers need current data to be able to see things like the profit margin on sales and how fast items are selling, he says. So eliminating delays in updates is a top priority.
Part of the answer turned out to be more efficient use of one of IBM's own technologies, the "Maestro" job scheduler (formally known as Tivoli Workload Scheduler).
The challenge was to unravel dependencies between jobs and ensure that the process would run without interruption. Dependencies exist wherever one job must be completed before the next job can begin. A simple example: Before pharmacy sales can be loaded into the data warehouse, they must be run through an insurance-claims processing system. So if anything goes wrong in claims processing, none of the other steps that depend on the pharmacy sales data can proceed.
Maestro works by launching computing jobs across multiple computers in the right order to accomplish a given task—in this case, extracting data from multiple operational systems, transforming it into the format the data warehouse expects, and loading it into its Oracle database.
Eckerd programmers asked Maestro to automatically monitor whether any task was taking too long. If so, the scheduler would capture a snapshot of the functions being executed and variables in memory for analysis.
By methodically analyzing these logs and whittling away at problems, they turned the process into one that would run reliably overnight, rather than taking two or three days.
A bigger problem arose when the data warehouse needed to be reorganized—a frequent requirement when the company starts selling a major, new product line in its stores. Previously, reconfiguring the data repository to work with new sales data required six weeks of planning and one week of downtime for the data warehouse.
Through more methodical work, Eckerd turned the warehouse reorganization process into one that can be planned within a week and executed with 24 hours—when the data warehouse is offline.
Given that this is a periodic requirement—something that comes up several times a year, but not constantly—that outage is considered acceptable under the current service level agreement with the merchants.
Getting it there involved writing programs to manipulate data in mainframe systems, as well as Unix scripts and Oracle stored procedures to streamline the processing of reorganizing the data warehouse.
Eckerd also improved basic field technical support to keep stores operating smoothly. Senior Director of Store Support Mike Amato says he and members of his staff who had backgrounds in store operations brought a new appreciation of what was important.
For example, a nationwide shortage of pharmacists has drug chains competing over recruiting and retention. Amato says he has seen employees quit over the steady, Chinese-water-torture drip of small but constant frustrations like having prescription label printers break down on a regular basis.
So he emphasizes preventative maintenance, using failure statistics to dictate how often printers should be serviced, for example, rather than waiting for them to break down.
"I wouldn't have had that perception of pharmacy if I had not worked behind counters and in pharmacies," Amato says. "Technology is something we want to be invisible to the user."
The effort has paid off, Amato says. Previously, he got about 180 calls per month from field personnel complaining about technical problems that hadn't been solved or hadn't been addressed quickly, he says. The support staff whittled that number to less than 10 in February. "That's a heck of a record," he says proudly.
Petersen says the improvement in support was also one of the things that got the most attention within Eckerd. "There wasn't a day that went by after we made this change that I didn't get an e-mail from the field thanking me for doing this," he says.
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