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000-570 exam Dumps Source : IBM Maximo Asset Management V7.5(R) Implementation
Test Code : 000-570
Test Name : IBM Maximo Asset Management V7.5(R) Implementation
Vendor Name : IBM
Q&A : 66 Real Questions
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foreign enterprise Machines service provider IBM recently received Oniqua Holdings Pty Ltd. for an undisclosed volume. Oniqua provides web of issues (“IoT”) primarily based maintenance, repair and operations (“MRO”) inventory optimization solutions. This buyout will bolster IBM’s Asset Optimization practice.
IBM’s asset optimization solutions portfolio already includes Tririga as smartly as the trade leading Maximo. in the meantime, Oniqua caters to manufacturing, mining, transportation, oil & fuel, utilities and other such asset-intensive industries. The transaction will permit IBM to more suitable serve its current consumers and optimize its operations for larger productiveness.
Focal facets of the Acquisition
Per the clicking liberate, IBM plans to merge its asset optimization solutions with that of Oniqua’s. chiefly, Oniqua’s flagship carrier — MRO answer — when combined with IBM’s asset optimization answer Maximo will assist IBM to supply a “options-as-a-carrier” primarily based answer.
IBM capabilities will additionally benefit “a group of experts” from Oniqua. The MRO and different prescriptive and predictive analytical capabilities of the group will supply IBM a aggressive facet in utility capabilities market.
With a mixed solution platform, IBM looks ahead to offer a single statistics source encompassing company property to allow a “24/7 operational efficiency.”
decrease Asset Downtime: Key Catalyst
The basic headwind for the asset intensive companies is annual unscheduled asset downtime. This basically stems from the lack of inventories and spare materials. The insights obtained through scrutinizing and analyzing the enterprise records can scale back unscheduled operational downtime by means of guaranteeing the top-rated cloth and spare parts required to fulfill the demand.
IBM remains focused to give the clientele with an answer essentially aimed at reducing unscheduled asset downtime, which permits these clientsto recognize their company dreams faster. With Oniqua’s IoT talents in the asset management house, IBM is likely to improve its asset optimization capabilities a superb deal.
subsequently, groups will benefit from the smooth connect with the records in real-time. it's going to allow the clientele to predict equipment screw ups, consequently shrinking unplanned downtime.
What the traders need to comprehend
IBM’s inventory has lost 2.1% of its cost over the past 12 months, narrower than the trade’s rally of 2.6%.
The enterprise’s growing clout in the business Asset management (EAM) software market is evident from market analysis firm Gartner’s November 2017 “Magic Quadrant for business Asset management utility” report the place it put IBM in the “Leaders” quadrant for its Maximo providing. With Oniqua buyout, IBM is probably going to enhance the dominant place it enjoys available in the market.
moreover, per analysis firm MarketsandMarkets, the EAM market measurement is anticipated to develop from $3.forty four billion in 2017 to $6.05 billion via 2022 at a CAGR of eleven.9%. We trust IBM is neatly poised to capitalize on this profitable opportunity with the extra IoT-based capabilities Oniqua brings on board.
Strengthening IoT Capabilities Bodes well
Per IBM’s estimates, there might be round 30 billion connected instruments by way of 2020, thus expanding the want for IoT platforms. subsequently, the business’s funding within the know-how looks to be somewhat well planned. We consider the upcoming new mixed answer holds promise.
given that the merits, we will anticipate consistent increase of the business driven by means of IoT and artificial intelligence (“AI”) technologies so that you can eventually support it to compete against friends.
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September 27, 2007 13:fifty nine ET
stories cowl vigour era, Transmission and Distribution and Manufacturing
ARMONK, the big apple--(Marketwire - September 27, 2007) - IBM (NYSE: IBM) today announced that Gartner Inc. has positioned IBM's Maximo asset management answer within the leaders quadrant in three of its experiences, including the "Magic Quadrant for business Asset administration for Manufacturing, 2007," "Magic Quadrant for business Asset management for Transmission and Distribution, 2007," and "Magic Quadrant for vigour-producing EAM application, 2007.(1)"
Gartner evaluates companies in its Magic Quadrant on "Completeness of vision" and "potential to Execute."
In each of the stories, the analyst enterprise qualifies leaders as having a worldwide presence, a huge installed base in each and every of the areas being evaluated, and "a combination of prosperous features including: performance, interfaces to different ERP applications and a in a position and international implementation associate neighborhood."
IBM Maximo is a collection of software products that helps shoppers control their enterprise belongings -- together with planning, procurement, deployment, tracking, protection and retirement -- via an internet-architected platform. With clients in a mess of industries, from packaged items to heavy manufacturing and oil and gasoline construction, IBM Maximo is designed to increase production reliability, labor effectivity, cloth optimization, application license compliance, hire management, assurance and repair administration and provisioning throughout a company's belongings.
"we're extraordinarily completely satisfied with Maximo's most recent positioning in Gartner's trade EAM Magic Quadrant experiences," observed Jack young, vice chairman, Maximo construction, IBM Tivoli software. "With the center of attention on certain industries, we consider these studies highlight Maximo's skill to fulfill a large choice of requirements in accordance with our realizing of and dedication to fixing the challenges our consumers face. With the substances we now have been capable of add to our development and implementations groups, we are confident Maximo will proceed to be a number one solution for a spread EAM markets."
The Gartner studies include a market description for commercial enterprise Asset administration (EAM) options, stating, "EAM performance evolved from the CMMS functions that embody work and substances management for fault repair, typical preventive preservation and repair activities, and from the work management applications that catered to reactive, short time period work planning bobbing up from customer or failure requirements. An EAM solution includes work order introduction, planned preservation, preservation background, MRO inventory and procurement, as well as gadget, component and asset monitoring for equipment. In its most-evolved kind, the performance is prolonged by using the addition of basic economic administration modules, corresponding to accounts payable, cost recording in ledgers, and human aid management for rostering and skill recording."
For more assistance on IBM, please consult with www.ibm.com. more information on IBM's Maximo may also be discovered at http://www.maximo.com.
Maximo® is a registered trademark of IBM, Inc.(1) Magic Quadrant for commercial enterprise Asset administration for Manufacturing, 2007. Dan Miklovic, Kristian Steenstrup Magic Quadrant for commercial enterprise Asset administration for Transmission and Distribution, 2007. Kristian Steenstrup, Dan Miklovic Magic Quadrant for power-producing EAM utility, 2007. Kristian Steenstrup, Dan Miklovic
The Magic Quadrant is copyrighted 2007, with the aid of Gartner Inc. and is reused with permission. Gartner's permission to print its Magic Quadrant should now not be deemed to be an endorsement of any business or product depicted in the quadrant. The Magic Quadrant is Gartner's opinion and is an analytical representation of a marketplace at and for a particular time period. It measures vendors in opposition t Gartner-defined criteria for a marketplace. The positioning of carriers within a Magic Quadrant is in keeping with the complicated interplay of many factors. neatly-suggested vendor preference choices should still depend on greater than a Magic Quadrant. Gartner analysis is intended to be one of many information sources and the reader may still no longer count solely on the Magic Quadrant for choice-making. Gartner expressly disclaims all warranties, specific or implied of fitness of this analysis for a particular purpose.
The "Oracle business Asset management Vs IBM Maximo CMMS EAM assessment file" report from expertise contrast centers has been introduced to ResearchAndMarkets.com's offering.
compare proper application options head-to-head, all the way down to the greatest particulars. For greater than 25 years, the author has saved organizations - of all types and measurement, around the globe - time and funds deciding on utility with our utility comparison reports.
Free! together with your buy, acquire an onboarding call from some of the writer's consultants to support you get probably the most price out of your comparison file. details might be protected in the electronic mail you acquire together with your bought merchandise.
Oracle commercial enterprise Asset management vs. IBM Maximo application
you'll see how simple it is to examine and price qualities and capabilities between the appropriate utility solutions with the CMMS - EAM software evaluation document.
This Oracle business Asset management vs. IBM Maximo comparison document offers you with the tools to evaluate the set of elements and features of your favored programs in some extent-by means of-factor appraisal. The assessment chart allows you to cautiously investigate cross-check the approaches wherein diverse utility options can fulfill your technical and functional necessities.
For more suggestions about this document seek advice from https://www.researchandmarkets.com/r/7kmltt
View source version on businesswire.com: https://www.businesswire.com/news/domestic/20190409005956/en/
source: analysis and Markets
ResearchAndMarkets.comLaura wood, Senior Press Managerpress@researchandmarkets.comFor E.S.T workplace Hours name 1-917-300-0470For U.S./CAN Toll Free name 1-800-526-8630For GMT workplace Hours call +353-1-416-8900Related themes: utility, enterprise Mobility management
Copyright company Wire 2019
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PORTSMOUTH, R.I., Sept. 8 /PRNewswire/ -- CDV Systems, Inc., implementation and training industry leaders for Autodesk Revit® and US Distributors of CodeBook®, is proud to announce CodeBook V9 for FM. CodeBook for FM facilitates parameter creation and bidirectional data flow and integration with Revit Architecture & Revit MEP models to IBM Maximo for FM data, and room coordinate points to ESRI for GIS location tracking data.
Full Lifecycle Management
"For years, there has been a clear divide between BIM data and FM/GIS data," comments Cyril Verley, founder of CDV Systems. "CodeBook's link completes the definition of a building's 'Full Lifecycle Management,' allowing BIM parameter data to flow across all platforms during all phases. This changes the whole dynamic of BIM. BIM can now be used not only for pre-design, documentation construction and as-built development, but can also continue into FM/OM GIS for room, space and asset management and sets the stage for future pre-design renovation, completing the full project lifecycle."
CodeBook Compares and Validates Program Requirements
For the past 14 years, CodeBook(R) has had a well-established and proven record of success integrating and bidirectionally linking project programs, equipment and furniture data using an MS Access database with CADD or BIM programs such as Autocad, Microstation and now Revit Architecture & MEP 2009, 2010 & 2011, 32 & 64-bit. CodeBook plans to release their SQL version by the end of September 2010. Once linked, CodeBook allows the monitoring and validation of design changes during the entire design and documentation process by comparing the "required" program and asset data to the "designed" model data in the Revit project. Parameter data can flow back and forth between programs and BIM models, allowing CodeBook to manage the project program, equipment furniture, and other asset needs, while Revit manages the graphical data.
CodeBook reports data, formatted for Maximo and ESRI GIS use, and reports data in MS Word using templates, as well as output report data for use in Excel and Access. Since the bulk of the project information data resides in CodeBook, the demands on the Revit model are significantly reduced, decreasing the BIM file size down to more manageable levels.
"The ability for CodeBook FM to integrate with Revit MEP opens many new doors to better manage MEP requirements, system and equipment data, for the full lifecycle of a project," comments Daniel Stonecipher, CDV Systems' Director of MEP Development. "For owners, designers and builders, this integration allows the project to quickly react to different design requirements throughout the stages of design, irrespective of delivery method, and facilitates a smooth transition from Design to FM/OM and back. We see building retrofits are increasingly being realized for their many sustainable, social and financial benefits, and MEP design is at the heart of any renovation."
For the complete press release, please click this link: http://www.cdvsystems.com/content/index.php?option=com_content&view=article&id=259&Itemid=29
This press release was issued through eReleases(R). For more information, visit eReleases Press Release Distribution at http://www.ereleases.com.
SOURCE CDV Systems, Inc.
Enterprise SoftwarePress Release Summary:
IndustrialIT cpmPlus Enterprise Connectivity (ECS) provides single point interface for vertical integration between plant and enterprise business systems for optimized productivity, flexibility, and quality control. It offers SAP certification against R/3 ERP system and its NetWeaver SOA platform, and also integrates with Maximo EAM systems for asset optimization. Users can also develop corporate-wide templates, versions of which are managed via Microsoft Sharepoint Server.Original Press Release: ABB Releases Newest Version of cpmPlus Enterprise Connectivity
Enhancements improve asset optimization and corporate standardization
Baden, Switzerland, March 6, 2009 - ABB announced today that it has released the latest version of its IndustrialIT cpmPlus Enterprise Connectivity (ECS). This release includes SAP certification against the latest version of SAP's R/3 ERP system and its NetWeaver service oriented technology platform. It also provides deeper integration with IBM's Maximo Enterprise Asset Management system (EAM) for expanded asset optimization. In addition, ECS now has enhanced universal template development and deployment to ensure corporate-wide consistency while saving time, effort and money.
ECS provides a streamlined, single point interface for vertical integration between plant and enterprise business systems for improved productivity, flexibility, quality control and reduced order-to-cash cycle. It reduces Total Cost of Ownership (TCO) for enterprise owners by using a standard product for all vertical integrations, eliminating the need for costly custom developed Point-to-Point solutions.
"ABB's cpmPlus Enterprise Connectivity provides customers with one of the only productized ERP integration platforms on the market today. It drives out much of the complexity and the customization associated with ERP integration, while providing the all important context that is required with the production and automation data," said Allen Avery, analyst at ARC. " Doing large customized ERP integration projects is a waste of money. In the current economic environment, end users that want to cut costs need a solution that provides shorter order to cash cycles and lower cost of ownership.
"In ARC's view, ECS provides a cost-effective solution that won't take forever to configure and is sustainable."
The latest release of ECS has been SAP certified against SAP's newest ERP system version. ABB's ECS was also certified against earlier SAP versions and supports these interfaces; it provides connectivity to the myriad of system versions that might be part of the corporate network infrastructure.
In addition to its existing interfaces to Maximo EAM systems, the newest version of ECS also provides deeper integration to this system to help manufacturers better optimize their production assets. Using real-time context sensitive information from Maximo, ECS allows personnel in manufacturing to create work requests based on current asset health conditions, so that all factors that could affect the production process are communicated to and considered at the business level.
ECS now includes an expanded integration template repository so users can easily develop corporate wide templates that ensure consistency throughout the enterprise. This uniformity reduces the time needed to deploy new integration scenarios throughout the company, while it lowers implementation risk. ECS uses Microsoft Sharepoint Server to manage the versions of these templates, making them easy to save, share and archive.
Part of ABB's Collaborative Production Management (CPM) portfolio, ECS helps customers become more competitive in the global marketplace by providing one standard interface that connects automation and business systems for information access and exchange. It provides connectivity between manufacturing solutions, including ABB's award winning IndustrialIT System 800xA, as well as non-ABB DCS systems, other CPM solutions, and enterprise systems such as SAP, Oracle or Microsoft. Additionally, ECS can integrate database systems, OPC-compliant systems or Web Service enabled systems.
Enterprise Connectivity is a core component of cpmPlus (www.abb.com/cpm), ABB's Collaborative Production Management suite of applications. cpmPlus provides process and production management, advanced optimization and connectivity solutions for the process industries.
ABB (www.abb.com) is a leader in power and automation technologies that enable utility and industry customers to improve their performance while lowering environmental impact. The ABB Group of companies operates in around 100 countries and employs more than 120,000 people.Related Thomas Industry Update
An interview with Fred Jennings, executive consultant,management advisory services group, R. W. Beck
By Nancy Spring, Senior Editor
With the latest enterprise asset management tools, utilities can consolidate existing systems and create more efficiencies. That could mean better management, more accurate compliance and best of all, cost savings, but what exactly is enterprise asset management and how do you use it? Who needs it, where do you get it—and most of all, what will it cost?
We spoke with Fred Jennings, an executive consultant in R. W. Beck's management advisory services group, in hopes of getting a better understanding of the "what" and "why" of enterprise asset management. Mr. Jennings is an industry-recognized expert with more than 28 years of consulting experience in the energy, electric and water resource utilities and telecommunications fields. He has extensive experience in business assessment, financial governance, integrated planning, and cost management and performance management focused on value creation within all utility sectors.
In his practice, he has also focused on capital resource optimization, business information systems and enabling technology deployment to address evolving industry challenges—in short, he's the perfect person to querry about enterprise asset management (EAM).
Let's start with a basic definition of enterprise asset management.
That's probably very appropriate, because the titling has evolved over the last decade, since it really took on any particular meaning. Today, in general, EAM refers to a whole-life way to examine the management of physical assets in an organization. From initial design, construction, putting it into service, how you operate, maintain and ultimately take it out of service, it's the natural course of costs involved during its life. It's really what we consider lifecycle costing—that's the key attribute today.[Native Advertisement]
"Enterprise" is kind of a modern term that's been applied to virtually everything but it does have some applicability in that we're trying to move away from functional or departmental asset ownership and recognize that assets indeed are the domain of the entire enterprise. For example, one organization may design and construct it and another totally different organization operates it, yet they interact with each other because the operating costs and maintenance costs are dependent upon the design consideration made earlier and in a different department.
Is newly developed software driving the adoption of EAM?
I've seen an enormous evolution of software since I started consulting in 1979, and unfortunately there is still some latent belief that the solution is in the software.
The best software still will not get you what you need, but that said, sound, well-implemented, enabling software applications can facilitiate this lifecycle costing much more easily than without, and so the industry's focus on that need certainly helps drive the market and helps facilitate users to accomplish the goals of EAM.
Are rising costs making EAM more important to the industry today?
There is an increased focus on general cost management and improved performance. The entire floor of acceptable performance and competitive cost is more in the focus today than many years ago. My own observation is that in the investor-owned utility market space, the clearly focused if somewhat myopic drive toward shareholder value—the demand for shareholder value—is so prevalent today that it's also driving much of the need for not just cost reduction, but performance and efficiency enhancement.
I can envision EAM for large IOUs and municipal utilities, but is it also helpful for smaller munis and co-ops?
The same benefits accrue to anyone. It's sound management. The first step in EAM really starts with understanding what assets you have. A utility of any size needs to know what it has, where it is and its condition.
Do utilities need to structure themselves differently to make EAM really work well?
That's critically important. There have been efforts in the industry under the title EAM that have had more of a process focus to help make more careful asset investment decisions, techniques that look at why one asset investment would be made versus another based on, for instance, categories of risk. That's a process orientation that applies to the organization. Beyond that, irrespective of how widely EAM is deployed in the organization, it's still imperative that the organization embrace the process changes in order to positively effect its decision making.
Would the first step be to reach out externally and get help? For instance, to help people move away from spreadsheets?
In any new applications like this that affect the enterprise, we believe it's absolutely critical to establish what the success factors and the end-state goals look like. Define what you really want to accomplish then do a current-state diagnostic that looks at where you are currently. With the contrast, you can find the most efficient steps to help you on a roadmap to your end-state.
As far as spreadsheets, there are some organizations in which they may be acceptable. I'm working in a municipal right now where a couple of people have massive spreadsheets. They're very attentive; they know everything about all their substation equipment.
The challenge is, does the enterprise have visibility into it? Of course, that's limited. Can the enterprise harvest full value from that information? The answer is no, because it's more limited to the perspective of the individual. But it's a great starting point for this organization and a good place to launch from.
The aging workforce is one of our industry's greatest challenges. Will EAM processes and systems make it easier for the next generation to take over?
We know that capturing institutional knowledge before it leaves is a critical need in our industry. In electric utilities, we really have a shortage of applicants coming into the industry, so we're driven to be more efficient with fewer human resources. Leveraging technology is one of the strategies for accomplishing that, but technology needs to be leveraged with a sustainable, visible process that operates independently of the individuals who happen to be there for a particular period of time.
Have you any idea what this would cost for a medium-sized utility, for example? Or is that impossible to estimate?
It's really difficult to answer that for several reasons. For one thing, I wouldn't know what legacy and enterprise systems they have right now. But if they are starting anew, organizations are spending one to two years to build an inventory with outside resources helping them, and then there's the cost of the application itself.
There are a number of success stories in the industry—pole attachments, for example. We're losing millions and millions of dollars by not managing all our pole attachments and collecting allowed revenue. Some utilities have said, "We've had enough," and they've hired temporary staff to do a very fast-paced, intensive effort, to get ahead of the boulder that's coming downhill at them. For mid-sized utilities, I've seen that done in a year.
So in terms of asset inventory for a mid-sized utility, with overhead and underground infrastructure, substations, if they really had a mess—chaotic, inconsistent, low-accuracy, low-confidence data—and needed to start anew, that's probably a pretty intensive three-year effort. For that, I could see several millions of dollars, easily.
The application installation itself depends on the vendor. We have Oracle, SAP, IBM's Maximo, and others—among those, they're pretty pricey, getting into seven figures, just by virtue of their size. I've seen them for less, but remember, they are enterprise-wide. The key objective is to achieve a single version of the truth, so if you're going to put in a system like EAM, it needs to have validity so your decision-making processes can rely on the data. Do it right, or you're going to go down the path, spend a lot of money and still not have the inherent confidence and that will really shorten the value for the time and the direct out-of-pocket cost. Process-wise, that's a year to two.
To leverage the EAM, there's probably a year in the design, a year to get it implemented and probably another year to get it humming.
Do you know how many IOUs have EAM up and humming along?
I really don't have a good sense of that, but I can say there are relatively few that I have seen that I think are where they want to be or should be. It's not nascent, but we're young in the institutionalization of what, in my broad view, asset management can and should do to help a utility operate in a very high-performing, efficient and capital-deployment-effective mode. Is your capital deployed? Is it effective? Does it do the job and in a cost-efficient way?
What other observations would you like to share?
My personal pet peeve. I have worked in installations of financial management, financial forecasting, budgeting, cost management, regulatory management, tools and systems for a broad range of IOUs. I've done custom cost reporting, I've worked to "get their data out of jail," I've worked in a broad range of applications, and the fact is that I still wind-up coming in after the fact to help utilities harvest the value out of these enormous applications that they put in. It is so difficult to get them to invert the process.
We see it a little bit in AMI, AMR and MDMS, where there's a reluctance to put themselves in the breach before they have really thought through what they want. In the case of AMI/AMR, there are multiple technological paths and they're concerned about making technologically obsolecent decisions. And they should take the same approach with EAM. In the first year, spend your time to really define, at an enterprise-wide level, facilitiated by someone like R.W. Beck, what the vision is, what the functional needs are, what the future vision will look like, because it's profoundly different from where you are today, and then go about writing the functional specifications and finding, selecting and implementing these tools. Now you can do it with performance testing, and you can pick more astutely and you can select implementation scheduling better and really know what you want to garner out of those applications.
And I thought you could just slap in the software and use it.
The most difficult aspect and challenge in any organization is getting the human element to change. Tools are easy compared to us humans. And that's the part that gets short-shrifted. If it's not working perfectly, we blame implementation, but the fact is we don't recognize how difficult change management is. Some people see the vision but how it translates down into the pragmatic implemented efforts gets lost. To the extent that we can keep that focused early, I think the end results and efficiency improve multifold.
In many ways, I think this industry is at a crossroad where truly enabling technologies can fundamentally change the way we do business for the better, but it's going to take some very bold and insightful leadership that isn't just enamored by technology but recognizes the long-term, difficult process it will be to institutionalize those changes in the human resource element of the organizations. If we can stop being manual and dated and leverage current technologies, I think we can get information that heretofor has been onerous to collect and then harness computing power like we've never seen and let it help us with these decisions. In an industry that used to be called old and stodgy, I think we could redesign our entire industry. We're going to break the way we've done business in the past. And that's very exciting.
Editor's Note. This article originally appeared in the July issue of Electric Light and Power magazine. At the time it was published, Nancy Spring was its Managing Editor.
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