|Exam Name||:||IBM Certified for On Demand Business - Solution Design V2|
|Questions and Answers||:||122 Q & A|
|Updated On||:||February 20, 2019|
|PDF Download Mirror||:||Pass4sure 000-817 Dump|
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000-817 exam Dumps Source : IBM Certified for On Demand Business - Solution Design V2
Test Code : 000-817
Test Name : IBM Certified for On Demand Business - Solution Design V2
Vendor Name : IBM
Q&A : 122 Real Questions
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In 2016, VMware and IBM entered right into a strategic partnership to give purchasers with entry to a turnkey, native VMware environment in IBM Cloud’s information facilities (found on each continent outside of Antarctica!). VMware customers are capable of “raise and shift”—and eventually, transform —their environments on-premises onto the IBM Cloud with out desiring to refactor their applications and workloads. during the last two years, we now have created a couple of enjoyable solutions for VMware workloads, and that i want to spotlight probably the most compelling price propositions.1) Hypervisor and full administrator entry
VMware solutions on IBM Cloud offers consumers with full bare metal and hypervisor access and full administrative entry to vCenter, PSC, NSX, and any add-on service. shoppers deploying their VMware atmosphere in IBM Cloud possess the equal manage, safety, and performance as they do with their on-premise atmosphere. We provide a completely native VMware environment, requiring no adjustments to latest tooling or strategies. The best difference is that it's consumed in a Cloud mannequin.2) diverse SDDC configurations and hardware alternatives
We remember that shoppers have distinct necessities, and we embedded flexibility into our answer. purchasers have the choice of two automated utility-described information core (SDDC) configurations—VMware vCenter Server (VCS) and VMware Cloud basis (VCF)—which are instantly provisioned in hours at information facilities worldwide. within VCS and VCF, shoppers can tailor the atmosphere to their workloads as a result of we offer six diverse compute alternate options, nine RAM alternatives, and two storage types (vSAN and NFS), offering over 200 distinctive decisions.3) multiple storage alternate options
Some workloads run greater on different storage varieties, so we desired to supply robustness and choice to make certain that we deployed the optimized storage for the valued clientele’ workloads and applications. consumers can select vSAN All-Flash, patience File Storage, and NetApp ONTAP select. customers consuming Veeam and IBM Spectrum offer protection to Plus (our backup options) will soon be able to use IBM Cloud Object Storage.4) safety and compliance
Recognizing that security is without doubt one of the largest factors for hesitation in Cloud adoption, we designed our VCS and VCF solutions to alleviate these concerns. Our VCS and VCF are hosted on single, dedicated environments, which eliminates the “noisy neighbor” impact and facts corruptions from different tenants. Our VMware hardware attestation to the chipset guaranteeing workloads run on depended on servers with position-based mostly entry, in addition to Intel TXT that offers encryption at the chip-level. VCS and VCF additionally combine industry-leading safety options, reminiscent of Intel/HyTrust, F5, and Fortinet. HyTrust gives data sovereignty and encryption, F5 permits gateway load balancing and uniform security guidelines, and Fortinet allows consistent protection guidelines between on-premise and IBM Cloud. With entry to the hypervisor and bare metallic, purchasers can make sure the technical, enterprise, and personnel controls that are in location aid meet compliance and auditing requirements.5) enterprise continuity and high availability
clients predict uptime 24/7/365, and with the becoming threats of cyber attacks and natural failures, retaining uptime has develop into basic. We respect that having a resiliency strategy is now a necessity. VMware options on IBM Cloud has three resiliency tools—Zerto (disaster restoration), Veeam (disaster restoration and backup), and IBM Spectrum give protection to Plus (backup)—that enable shoppers to in the reduction of downtime. These offerings are hypervisor-primarily based options. by using exposing our hypervisor, valued clientele have entry to the native advanced facets and functionalities of those options. IBM Resiliency provides managed functions for Veeam and Zerto. With our fresh announcement of VMware for Mission crucial Workloads, we give customers with high availability inside an information center region with an SLA of 99.99% uptime.6) community backbone and geographic attain
VMware solutions for IBM Cloud is available at 50+ information centers worldwide. once a consumer has deployed an environment within the IBM Cloud, they can secure through our private network backbone and replicate and migrate their workloads to other IBM Cloud facts facilities for free of charge. Our unmetered inner most worldwide network backbone makes it possible for unmatched connectivity as clients can effectively migrate workloads between their deployed environments. for instance, in case you have a creation ambiance and a backup atmosphere in an additional statistics center, the day by day/weekly expense of change would be completely free, saving you a big can charge.7) Migration made convenient
We combined our VMware vCenter Server (VCS) and VMware Hybrid Cloud Extension (HCX) in VMware vCenter Server with Hybridity Bundle, allowing valued clientele to get the flexibleness of VCS and the migration capabilities of HCX. HCX enables consumers to create an abstraction layer on the way to permit them to migrate and modernize their on-premise environment to the cloud without changing IP or MAC addresses. We produce other migration tools, corresponding to Zerto and NSX, which permit the consumers to choose a migration answer that matches their workloads surest. in order for you tips with migration, IBM Migration factory presents a carrier where we work onsite to design, plan, and migrate your environment into the cloud.8) VMware knowledge
IBM and VMware had been partners for decades, and throughout the years, IBM has cultivated huge competencies on VMware. we now have over 1,000 VMware certified specialists and company partners who can supply managed functions for VMware solution in IBM Cloud if a customer prefers to have their VMware environment managed. IBM Cloud became first to market offering a VMware Cloud basis in the Cloud, and IBM Cloud became these days awarded the VMware 2017 accomplice of the 12 months Award, highlighting our VMware skills and innovation.9) Modernize apps to accelerate innovation
Many companies seeking to leverage cloud can now “elevate and seriously change” their heritage applications and accelerate innovation by using migrating those purposes to the cloud and increasing them into new public cloud features. Leveraging IBM Cloud private and IBM features to re-architect or in part refactor heritage functions, valued clientele can containerize stateless apps with microservices and hold stateful parts of their workloads in VMware. in the course of the modernization and transformation method, customers get a path to cloud-native functions with DevOps, Microservices, Containers, and plenty extra.10) Leverage and optimize investment in IBM Middleware
Many firms use IBM Middleware items, comparable to WebSphere and API connect, that may have Mission critical gadget of checklist on diverse on-premise platforms. shoppers can stream those records into the IBM Cloud, presenting new degrees of insights and innovations, by means of leveraging IBM’s titanic array of PaaS capabilities, such as Watson AI, IoT, Analytics, WebSphere as a carrier, and a lot of extra.
VMware solutions on IBM Cloud gives an extension of the valued clientele’ on-premise VMware workloads in a versatile and saleable cloud mannequin.
study IT ON IBM
Posted on June fifteenth, 2018 via Anna Ribeiro
Aparavi, a Silicon seashore startup in SaaS-based mostly solutions, announced on Thursday that the IBM Cloud has passed a stringent set of examine circumstances critical to meet the requirements for interoperability certification with its energetic Archive Platform to empower clients with first-class grain handle and the means to dynamically find, index, classify and prune unstructured facts whereas guaranteeing long term retention.
certified as a part of the Aparavi certified Cloud destinations software, the IBM Cloud was validated to adhere to Aparavi-supported object storage APIs, in addition to having the framework to keep objects on-premises, in the cloud, or by way of appearing as a gateway to different storage contraptions. because of the certification method, the IBM Cloud has executed “Aparavi licensed” popularity.
even if looking for standalone or secondary storage for a server, an out-of-the-field storage solution or the accessories to create their personal storage solution, IBM has the cloud storage components companies need. When used along side the Aparavi’s simple and efficient SaaS-based mostly energetic Archive, agencies profit the manage they need to intelligently control their statistics whereas cutting back secondary storage growth through up to seventy five percent.
apart from certifying the IBM Cloud as suitable with the Aparavi active Archive, Aparavi also joined the IBM PartnerWorld program as a Registered enterprise accomplice. IBM’s enterprise companions come from organizations small and large; from those who promote IBM to people who use it; from usual resellers to new, born-in-the-cloud groups; from solutions architects to deployment consultants.
Being a part of the IBM PartnerWorld ecosystem provides extra access to IBM consumers searching for specialised expertise and solutions like the Aparavi lively Archive.
IBM Corp. is trying to supply the facts science occupation a lift by championing a new certification and launching an internal apprenticeship application nowadays that gives young individuals with out a assistance technology event a chance to become professional records scientists.
The U.S. presently has more than a hundred and fifty,000 unfilled data science jobs, in line with ultimate summer season’s Linkedin group of workers file. That’s a problem for agencies that want to take potential of the sprawling assortment of records analytics tools as well as for these reminiscent of IBM that have products to promote them.
IBM worked with The Open neighborhood, a world consortium of about 625-member agencies that develops open, supplier-impartial know-how requisites and certifications, on what the business pointed out is a primary-of-its-kind statistics scientist certification. It’s in line with peer reports and verified practical journey, in preference to standardized tests.
“It gives an objective, official measure of statistics science capabilities and qualifications,” Martin Fleming and Seth Dobrin wrote in a post posted nowadays on IBM’s suppose weblog. Fleming is IBM’s chief analytics officer and chief economist and Dobrin is the enterprise’s chief data officer.
IBM might be the primary business to offer the certification to its own personnel, featuring three stages of certification and help via its internal badge software.
Certifications are ordinary in technical fields the place virtuosity can also be measured by means of metrics similar to test scores. however, they will also be controversial in professions that location a top class on “delicate” potential that aren’t effectively quantified. records science demands a mixture of technical knowledge and creativity, so the peer review procedure is meant to measure both.
IBM also talked about it has launched an internal apprenticeship application as a part of its “new collar” initiative, which goals to appoint younger employees who lack normal backgrounds and even faculty diplomas. IBM says between 10 and 15 percent of its existing new hires don’t have traditional four-yr degrees.
The 24-month program gives a mixture of training, mentoring and purposeful experience with personnel working toward stage one certification as an Open group-licensed data scientist. the first cohort of 5 students changed into employed ultimate week from a pool of a whole bunch of candidates. IBM intends to extend the application aggressively across the U.S. but wouldn’t specify any goals for the variety of individuals who might be employed.
as opposed to hunting for levels, IBM is after americans “who're totally curious, have a spirit of a continuous getting to know and have analytics capabilities,” noted Ana Echeverri, an IBM information science growth suggestions lead. In contrast to far flung and even classroom discovering, she mentioned, “they've the chance to be part of a very good business. It’s existence-altering.”
The program is a registered apprenticeship with the U.S. department of Labor, which offers IBM access plenty of funding, credentialing and tax benefits. In a decent labor market, such classes also make enterprise feel, Echeverri spoke of.
building advantage internally is more affordable than deciding to buy them on the open market, and graduates of the software are likely to live with the company. “We’ve discovered that these americans are just as capable as these with advanced degrees,” mentioned Echeverri, who holds a bachelor’s diploma in computer engineering, an MBA and a master’s in analytics.photo: IBM considering that you’re right here … … We’d like to tell you about our mission and how which you could assist us fulfill it. SiliconANGLE Media Inc.’s business mannequin is in keeping with the intrinsic cost of the content, now not promoting. unlike many on-line publications, we don’t have a paywall or run banner advertising, as a result of we want to retain our journalism open, devoid of impact or the need to chase traffic.
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The best blockchain networks are often the hardest to create. A fundamental paradox relating to blockchain technology is on full display in the transportation and logistics (T&L) industry. By increasing transparency, these distributed digital ledgers can mitigate the mistrust that often exists among the industry’s transacting parties. Yet this same mistrust makes it hard to bring together the industry’s diverse participants into a common blockchain ecosystem.
The paradox is reflected in the slow rate of blockchain adoption revealed in a recent BCG survey of T&L executives. (See the sidebar, “About the Survey.”) The vast majority of respondents (88%) believe that blockchain will disrupt the industry at least somewhat. And most (59%) believe that the disruptions will take place within the next two to five years. But nearly three-quarters (74%) say that they are exploring opportunities only superficially or haven’t thought about blockchain at all. The most cited obstacles to wider adoption of blockchain are an absence of coordination among industry players, a limited understanding of the technology, and a lack of in-house capabilities.
ABOUT THE SURVEYIn September and October 2018, BCG conducted an online survey of global companies in the T&L industry in order to assess their understanding of blockchain and their progress in adopting the technology. The survey’s participants consisted of executives from more than 100 T&L companies. A broad scope of T&L subsectors was represented, including air freight; courier, express, and parcel; logistics; rail; and shipping.It would be worthwhile for T&L companies to resolve the paradox. The T&L industry is rife
with sources of friction—including countless suppliers, dozens of handoffs, and ever-changing regulations—that introduce non-value-added costs and can result in inaccurate or misrepresented information. By providing an immutable single source of truth and enabling process automation, blockchain can address many of the industry’s pain points. The benefits include improvements to speed, traceability, cargo safety, and invoicing and payment processes. Such benefits can drive substantial cost reductions, helping to relieve the intense margin pressure experienced by many industry players. Companies may even be able to use blockchain to develop entirely new business models, such as those relating to virtual global networks, pooled fleets, and on-demand staffing.
Given the industry dynamics, no T&L company can do it alone. To realize the promise of blockchain, T&L stakeholders must collaborate to develop an ecosystem that forges trust and creates mutual benefits across the value chain. Each company must also work with suppliers, customers, and even competitors to understand and implement solutions that address its specific business needs. It’s time for all players across the diverse T&L value chain, including governments and regulators, to take action.
BLOCKCHAIN BASICSMany T&L executives regard blockchain technology as at best mysterious or at worst ripe for exploitation. In fact, the underlying concept is fairly straightforward. Simply put, because blockchains create data transparency, they help to establish trust among participants in complex networks. And, although the data entered in a blockchain is not guaranteed to accurately represent reality, data in a well-designed blockchain cannot be tampered with.
In basic terms, here’s how it works. A blockchain is a shared digital ledger for recording and storing transactions between multiple participants in a network. Changes made to the blockchain record must be approved by participants through an automated process. Approved updates are time-stamped, cryptographically signed, and added to the block. The new block becomes part of the blockchain. Unlike traditional ledgers, a blockchain provides an immutable record of all transactions and agreements of interest to the participants—no single party can unilaterally alter the information. Because information cannot be deleted, only appended, a blockchain provides an evidentiary trail of information back to the point of origin.
Blockchains can be public, private, or hybrid. A public blockchain (bitcoin, for example) is open, so that anyone with computing capacity can add to the network, maintain the ledger, and weigh in on issues requiring consensus. In contrast, private blockchains are run by one business, joint venture, consortium, or government entity. Although the controlling party cannot alter data, it has the ultimate say in the rules that govern the platform, including who can join and which members can view or append information in the digital ledger. Hybrid blockchains are controlled by a consortium of businesses or government entities that may give access to the public to view or append information or may restrict access to its members. A private or hybrid blockchain with permissioned access (that is, only authorized users can join and read and write data) provides the highest level of scalability and data privacy. Private or hybrid blockchains can be set up to require far less computing power than public blockchains.
On its own, a blockchain is not a panacea—it can only serve as a repository of data and a means to automate transactions. To enable other benefits, blockchain should be used in combination with other technologies. The embedded sensors and networked devices that make up the Internet of Things (IoT) can automate the capturing and transmission of machine-generated data, and artificial intelligence and machine learning can be used to analyze data and derive powerful insights.
If effective supporting technologies are in place, blockchain’s features and benefits can potentially overcome the main obstacles to cooperation among multiple stakeholders in a complex value chain. By providing a single version of the truth for all participants, a blockchain enables trustless transactions and reduces the risk of error or fraud and the need for intermediaries. Participants gain the ability to track the movement of items in real time and verify transactions. A blockchain ledger can also be used to set up a wide range of “smart” contracts that self-execute upon the occurrence of a specified scenario (for example, peer-to-peer payment upon delivery of goods), thereby automating repetitive processes.
An important caveat: although blockchain is often the best technology option for creating trust, traditional technologies are still the right choice for transactions and processes that involve a small number of parties who already know each other or for whom it is easy to establish a single, indisputable source of truth. A blockchain is also not yet suitable for processing large volumes of transactions or warehousing large volumes of data.
T&L NEEDS BLOCKCHAINInvestors are aggressively supporting opportunities to develop blockchain applications for T&L. An analysis by BCG found that, since 2013, venture capital investors have poured approximately $300 million into startup companies offering blockchain solutions relevant to T&L, including $53 million specifically in shipping and freight management, as well as in trading and shipping platforms. (See Exhibit 1.) Additionally, T&L companies have invested millions of dollars in researching and developing their own blockchain solutions. The recent growth of investments suggests that new solutions will reach the market in the next one to three years. The question is whether companies will adopt them.
Leading T&L players are beginning to explore ways to capture value from blockchains, both on an individual basis and in cross-industry collaborations. Notable examples include the following:
• A consortium of nine companies is developing a blockchain-enabled platform called the Global Shipping Business Network, with the goal of improving speed, transparency, and collaboration and promoting digitization. Participants include carriers (CMA CGM, COSCO Shipping Lines, Evergreen Marine, OOCL, and Yang Ming); terminal operators (DP World, Hutchison Ports, PSA International, and Shanghai International Port); and a software solutions provider (CargoSmart).• Anheuser-Busch InBev, Accenture, APL, Kuehne + Nagel, and a European customs organization are collaborating in a cross-industry initiative to explore the application of blockchain to support documentation handling for ocean freight.• Maersk and IBM have jointly created TradeLens, a blockchain-enabled shipping solution designed to promote more efficient and secure global trade. The objective is to support information sharing and transparency across the value chain and encourage innovation.• The Blockchain in Transport Alliance seeks to drive industry-wide blockchain adoption. The alliance is a consortium of approximately 400 members spanning the T&L, consumer goods, and technology sectors and includes both established companies and startups.
But, as our survey findings indicate, most industry participants have not taken a deep look at blockchain’s potential applications. Our analysis of the opportunities makes clear that companies should be willing to invest the time and effort to realize the technology’s promise. We found that blockchain can relieve a wide variety of pain points that impede information sharing and create costly inefficiencies. (See Exhibit 2.)
Blockchain can help the industry address these pain points by providing an immutable shared data repository, promoting trust among participants, and enabling automation of repetitive processes. The benefits can be captured through a wide range of 15 use cases. (See Exhibit 3.)
A comparison of use cases on the basis of value potential and ease of implementation points to goods origination, end-to-end status tracking, and invoice payment and management as among the high-priority blockchain applications. These use cases illustrate how blockchain can address the industry’s pain points:
• Goods Origination. Various mechanisms, including long-term trusted relationships, government regulations, or rigorous certification processes, serve as proxies for verifying provenance. The use of blockchain obviates the need for such proxies—and the associated costs. By registering materials, parts, or products on a blockchain, participants can verify where these items originated and improve quality assurance.
Leading players and startups are exploring applications of this use case in a variety of industries. De Beers is a good example. The company has worked with BCG on a blockchain-based solution to trace diamonds from the mine to finished pieces of jewelry. Although this platform, called Tracr, was initiated by De Beers and is currently in the pilot stage, it will become a solution for the entire diamond industry. A diamond tracked on Tracr carries a digital fingerprint with trustworthy information about its origins and qualities as well as critical transaction data, such as ownership transfers and processing. Tracr will help jewelers give the end customer confidence that a diamond was ethically sourced and processed. The platform also allows users to leverage its digital assets and build various kinds of new businesses on top of it. Such businesses could include diamond-backed financing, compliance services, or market exchanges for consumers—services that are not possible without the ability to digitally track and verify each stone. (See “Does Your Supply Chain Need a Blockchain?” BCG article, March 2018.)
Another example is a startup called Provenance, which is working with Indonesian fishermen to use blockchains and smart-tagging technology to verify sustainability claims regarding the fish they bring to market. Such applications enable companies to not only increase supply chain process efficiency but also enhance compliance and support a brand’s reputation and quality, which ultimately protect premium price points.
• End-to-End Status Tracking. To enable efficient coordination of counterparties and just-in-time deliveries, supply chain participants demand real-time visibility into the status of assets or freight in transit. Although a coordinator (such as a delivery service) can provide status updates, it is difficult to maintain tracking when handoffs are made between parties with no previous transactional relationship. Additionally, parties have incentives to retroactively manipulate data—such as by making it appear that goods were delivered earlier than they actually were or that damaged goods were not in their control when the damage occurred.
By creating a unique identifier for each product, blockchain permits status tracking among multiple parties and prevents retroactive manipulation of data. Leading companies are pursuing initiatives to capture the benefits in their supply chains. For example, Walmart now requires lettuce and spinach suppliers to track the movement of produce from fields to stores using a blockchain database developed by IBM.
• Invoice and Payment Management. Because the multiple parties involved in T&L transactions maintain their own records and ledgers, invoicing and payments are paper-intensive processes that often entail manual entry. To check for mistakes and inaccuracies (and potential fraud), companies need to conduct a time-consuming reconciliation step before payments are released. Blockchain can be used to store and share digitized records and create smart contracts that automatically execute invoices and payments. Automated processing reduces settlement times, ensures accuracy, and detects fraud, while eliminating the need for intermediaries and paper-based processes. For example, a startup called CargoX has launched a blockchain-based bill-of-lading platform. Its features include smart contracts and the automated execution of peer-to-peer payments.
EXPLORING THE PARADOXConsidering the magnitude of the potential benefits, blockchain adoption by the T&L industry has been slower than one might expect. Adoption has been impeded by the very same obstacles relating to coordination and trust that the technology would help the industry to overcome. That, in essence, is the industry’s blockchain paradox. To resolve it, stakeholders must understand how the following two industry characteristics are inhibiting blockchain adoption:
• Fragmented Value Chain. The highly fragmented value chain of multiple unrelated parties makes the industry well-suited for blockchain application. But this fragmentation also hinders the adoption of a common blockchain standard. Of the executives we surveyed, 60% believe that a lack of coordination among industry players and the absence of an ecosystem are major barriers to blockchain adoption. Fragmentation also impedes the selection of a common technical standard. The absence of such a standard means that blockchain applications pursued by companies and consortia as standalone initiatives will likely not be compatible with each other. The limited scale of these initiatives increases the cost of adoption and diminishes the potential returns.The challenges of the fragmented value chain are exacerbated by regulatory complexity. T&L companies typically operate in multiple countries and jurisdictions with varying, and often complex, regulatory requirements. More than one-third (35%) of surveyed executives cited regulatory compliance issues as an important barrier to blockchain adoption.
• Limited Trust. Because T&L is a highly competitive industry, participants can be reluctant to share information. To overcome their trust issues, T&L companies have traditionally relied on longstanding relationships with other value chain participants, including intermediaries and brokers. Many companies are unwilling to share information outside of these established relationships. In fact, many companies take advantage of information asymmetry to generate revenues and profits. As a result, a substantial number of stakeholders are reluctant to abandon their longstanding relationships and give up their information advantages in favor of blockchain solutions.
Unfamiliarity with blockchain technology and its benefits appears to be an important obstacle to leveraging the technology to overcome trust issues. BCG’s survey found that only 16% of T&L executives feel that they have a clear understanding of blockchain technology and its implications for their industry. In line with this, only about 20% of respondents said that blockchain is among their company’s top ten strategic priorities. Underinvestment in technology and the absence of deep digital capabilities are likely contributing factors. For T&L companies to trust blockchain and change their current ways of working, they need to better understand the technology’s benefits and applicability.
CREATING AN ECOSYSTEM TO OVERCOME THE PARADOXTo resolve the blockchain paradox, T&L stakeholders must develop an industry-wide ecosystem. An ecosystem is needed to foster trust and collaboration and create a common standard that promotes scale and interoperability. By maximizing value for all stakeholders, the ecosystem would provide incentives for expedited adoption of blockchain across the value chain.
To catalyze the development of the ecosystem, a company or group of companies must serve as an orchestrator. For example, a consortium of T&L and technology players could lead the effort. Regardless of which entities take on the orchestrator’s role, it is critical that they seek to promote value at the industry level, rather than pursue their own self-interest.
The orchestrator must lead industry stakeholders in establishing partnerships and collaborations, standards and governance, and a clear value proposition.
Partnerships and Collaborations. Partnerships and collaborations among major players in the T&L value chain, including competitors, are needed to provide the foundation for the ecosystem. In a recent example, five container shipping players—CMA CGM, Maersk, Hapag-Lloyd, MSC, and Ocean Network Express—announced plans to create a not-for-profit association that will promote digitalization, standardization, and interoperability in their industry. The collaborative effort includes establishing common IT standards that will be available without charge to all industry stakeholders. If blockchain is among the digital solutions considered, the association could help to develop a common technical standard and an industry-wide ecosystem. Additionally, alliances, associations, and consortia must provide a venue to identify, debate, and prioritize innovative ideas and educate industry stakeholders. Providers of technology infrastructure and software must contribute their expertise to support the development of blockchain applications. And governments, port authorities, and independent regulators must engage in the ecosystem from its inception. These entities can help shape the common standards and officially endorse the ecosystem, including ensuring compliance with laws and regulations that prohibit anticompetitive practices.
Standards, Governance, and Commercial Considerations. Stakeholders must define the standards and governance required for the ecosystem. This includes:
• Policies. Policies need to address regulatory considerations, such as laws, international privacy standards, and requirements for data sharing. The stakeholders also must establish rules for authenticating the identity of network participants and agree on whether anonymity is permitted. In addition, the stakeholders must specify the types of data that can and cannot be shared and define a common taxonomy (such as field names and entry protocols) for data stored on the blockchain. Finally, they need policies covering the design and operation of the blockchain platform.• Technical Elements. The stakeholders must define how the participants can reach consensus when recording transactions on the blockchain. They must also determine how data will be stored on or off the blockchain and how the data model will correspond to the models of the existing systems used by different participants. Last, they must determine access rights by selecting which type of blockchain to use—public, private, or hybrid.• Governance and Decision Rights. The stakeholders must establish clear governance that articulates their respective roles and decision rights in the continuous development and evolution of the blockchain platform. First movers and early adopters play a critical role in establishing the appropriate governance, which gives them greater influence over the ecosystem’s future development.• Commercial Considerations. Commercial considerations include the costs of designing, implementing, operating, and maintaining the solution and how the costs will be shared among stakeholders. Participants also need to determine how they must adapt their internal processes in order to use the common blockchain system.
Clear Value Proposition. All players need to see and share the value created from the common adoption of blockchain. To give visibility to the opportunities, the ecosystem must develop a value proposition that addresses the concerns of the main stakeholders. Shippers and carriers have tight profit margins and seek new ways to reduce their cost base. Other T&L industry players want to safeguard their position in the value chain: brokers and freight forwarders want to protect fee-related revenues; banks seek to maintain their commissions for issuing letters of credit; and terminals do not want to lose income related to the movement or storage of containers. Additionally, governments and regulators, as well as banks, are fighting fraud and money laundering in the T&L value chain and want to reduce the overhead associated with these efforts.
A clear value proposition will incentivize all shareholders to share data and capture the benefits of participation in the ecosystem. (See Exhibit 4.) Consider end-to-end tracking. Importers and exporters can offer data on asset ownership and demand for products and transport services, while capturing the benefits of more efficient planning. Freight forwarders can share market data, while gaining transparency across the value chain and ensuring the security of transactions. Carriers, terminals, and truckers can provide data on demand and capacity, while benefiting from improved forecasting, transparency, and utilization. Customs agencies can incorporate their regulatory framework into the ecosystem, thereby increasing compliance and process efficiency. Banks can share data on transacting parties’ credit profiles and identity, and benefit from compliance, security, and transparency.
TAKING ACTION AT THE COMPANY LEVELTo position themselves to participate in the blockchain ecosystem, companies must take a structured four-step approach. (See Exhibit 5.)
Learn about the technology. The company should first obtain a deep understanding of blockchain technology and its potential applications in T&L. The benefits and limitations of blockchain compared with traditional technologies should be clear.
Identify the opportunities. Recognizing that blockchain technology is not a silver bullet, the company should review its current pain points and assess the technology’s potential to address them. It should identify and prioritize the most relevant use cases to examine further and establish the business case for investing in each one.
At the same time, the company should develop a clear strategy for blockchain adoption. The optimal strategic approach should take into consideration the company’s market positioning and capability gaps, the maturity of the existing ecosystem, and regulatory barriers. The company needs to decide which blockchain platforms to participate in and which to build versus buy. It should also consider the benefits and risks of taking an aggressive approach (being a first mover or fast follower) versus a wait-and-see approach. Large companies are well positioned to blaze a trail for other players by defining standards and establishing an ecosystem. Smaller companies should closely monitor these efforts and select the right ecosystem to participate in. Each company should develop a roadmap for implementing its selected strategy.
Pilot. To test the viability and feasibility of potential applications, the company should conduct proof-of-concept tests before launching blockchain at scale. Teams conducting the tests should employ an agile way of working, with short cycles of decision making.
Scale. For those applications validated in proofs of concept, the company should design plans to implement at scale and commercialize in stages. The company must participate in an ecosystem that will support the adoption of these applications or drive the effort to create an ecosystem if it does not already exist. This includes collaborating to develop governance protocols to maintain and evolve blockchain standards and architecture. The company also needs to build the required capabilities with respect to human capital, technology infrastructure, and organizational processes. These capabilities include developing IoT infrastructure, digitizing processes, and developing analytical platforms.
T&L executives have long needed to cope with limited traceability in the supply chain and a lack of trust among trading partners. To address the consequences, they have invested in checks and balances—creating claims departments, for example, and engaging third parties to provide letters of credit. Now imagine a world in which visible supply chains and transparency among partners allow these expensive protective measures to disappear. Blockchain could be the means of realizing this vision. But to make it happen, T&L companies will still need to establish trust as the foundation of a collaborative blockchain ecosystem.
With some T&L companies taking the first steps toward forming a blockchain ecosystem, other companies must decide whether to participate or adopt a wait-and-see attitude. In our view, the benefits of being among the first to join these collaborative efforts far outweigh any advantages of a cautious approach. By acting within an ecosystem, the first movers can both influence the development of standards and ensure that the blockchain solutions they would like to apply in their own operations are among those widely adopted across the value chain. Indeed, once an ecosystem achieves critical mass, late movers risk finding themselves shut out—particularly if competitors in their value chain segment are already participating. As customers increasingly demand higher levels of trust, security, and automation, no T&L company can afford to remain on the sidelines while its competitors seek to resolve the blockchain paradox.Source: Boston Consulting Group
GMX and Yahoo were the trailblazers. To write an e-mail, you just opened the Internet browser, entered the Web service’s URL, logged on as user, and started typing.
With its range of on-demand software, SAP is adopting a similar approach. Users start the on-demand application by clicking the desktop icon. The application then runs on the Internet browser (Web client). Additional software or hardware – in the form of, for example, server racks – doesn’t have to be installed.
SAP takes care of the hosting. The data is stored at the high-security data centers near SAP’s headquarters in Walldorf and St. Leon-Rot. Companies can choose to hire a whole server for themselves or share a server with other customers (multi-tenancy).
On-demand software gives companies more flexible contract durations and more transparent payment models – in other words, customers only pay for the functions that they really need. As a result, these applications are ideal for small businesses and midsize companies, who, for example, don’t have their own system administrator or don’t have enough space for bulky server racks. But major corporations can also use on-demand software, for instance, to hook up subsidiaries that are too small to run SAP Business All-in-One. This means that many applications can be integrated into SAP ERP.
Read on for an overview of SAP’s on-demand product portfolio. You’ll find more information about:
Do you want to know what’s in the pipeline at SAP in terms of on-demand software?
Then read all about the software giant’s cloud strategy here.Peter Lorenz explains SAP’s cloud strategy at SAPPHIRE NOW 2011 in Orlando (photo: SAP) SAP’s Cloud Strategy
A high-end cloud with high-end hardware is how Peter Lorenz, Executive Vice President OnDemand Solutions and Corporate Officer SAP AG, described the principle of the SAP cloud to visitors to SAPPHIRE NOW 2011. The data centers in which the on-demand software is hosted are certified with ISO 27001, SAS 70 Type II, and ISAW 3402. The software runs on state-of-the-art blade servers with 144 GB and 2 TB main memory.
With its feature pack 3.0, which is scheduled to appear mid-2011, SAP Business ByDesign – also known as the “mini business suite” or the “on-demand suite” – has been optimized to cater to industry heavyweights with small branches. SAP Business Suite, SAP Business All-in-One, and SAP ERP would be much too big for these subsidiaries, who only need a certain range of functions, and SAP Business ByDesign contains all the features required. In the future, on-premise and on-demand software will merge to form hybrid models.
SAP also has plans to invest in the public cloud – in other words, on-demand software that is available to everyone. SAP Store, which will be released at the same time as feature pack 3.0 for SAP Business ByDesign, will then serve as the new online sales channel. In SAP Store, partners will offer their add-ons and apps, which users will be able to purchase to enhance their SAP Business ByDesign software. Customers will be able to buy the apps immediately with a mere click. And it will also be possible to test applications. Test versions will be valid for 30 days.
The topic of mobility is also high on the agenda. From iPads, PlayBooks, iPhones, HTC phones, through Android smartphones – business software is set to become available on all mobile devices in the future. For SAP Business ByDesign, SAP StreamWork, and SAP Carbon Track (Carbon Impact), apps are already available in the iTunes Store. On the SAP Business ByDesign Platform (PaaS), partners have the opportunity to develop further mobile applications.SAP Sales OnDemand: access all your vital sales activities online while you’re away from your desk (screenshot: SAP) SAP Sales OnDemand
This on-demand software for sales employees was unveiled at CeBIT 2011. The application is designed to bring all-important social media functions to companies.
In the main menu, users can see Accounts, Contacts, Leads, Opportunities, Activities, Analysis, Competitors, Products, and Employees. Similar to Facebook, users have an overview of all their colleagues’ status updates. By clicking a colleague’s icon, all the information about his or her activities and projects is displayed. What’s more, you can “follow” certain colleagues, as in Twitter, and send them messages.
Go to the SAP Sales OnDemand web site to register for a 30 day Free Trial.Colleagues’ status messages are displayed (screenshot: SAP) SAP CRM is also available on-demand (screenshot: SAP) SAP CRM OnDemand
In fact SAP CRM OnDemand is no longer available. Therefore you only get a short description. With CRM OnDemand, marketing and sales departments can analyze and plan sales transactions, as well as develop campaigns. It can also be used for following up leads where customers or prospects are assigned to different segments.
SAP CRM OnDemand provides functions for opportunity management because users can manage and monitor key figures with the application. Furthermore, sales employees can determine their goals and monitor their activities. There’s also a calendar for entering appointments and managing tasks.
Companies that have to process customer inquiries several times a day can do so using a desktop application (help desk). The software generates special service tickets. Employees can then analyze the services provided and take a look at response times and duration of repair.
SAP CRM OnDemand is available in these languages: English, German, French, Japanese, Portuguese, Spanish, and Chinese. The software can also be hooked up to the e-mail programs Microsoft Outlook and IBM Lotus Notes.The “mini business suite” – SAP Business ByDesign (screenshot: SAP) SAP Business ByDesign – A Suite On-Demand
SAP Business ByDesign is informally known as the “mini business suite,” because it maps all the key functions and processes of a company. These include customer relationship management, financials, project management, human resources, supplier relationship management, manufacturing, and logistics. Customers can choose which modules they’d like to use. Once they’ve decided, they simply hire them.
Unlike the mighty SAP Business Suite, SAP Business ByDesign has been pared down to the most important functions needed by small companies and midsize businesses. The software can go live within a few weeks.
The price of SAP Business ByDesign is also far more attractive than that of on-premise software such as SAP Business All-in-One. SAP offers starter packs for CRM, ERP, and service providers. The CRM starter pack is available from €79 per user per month. It’s worth implementing the software if you have 10 or more users.
More articles:At SAP Store, partners will soon be able to provide their add-ons for SAP Business ByDesign (photo: Frank Völkel) SAP Sales OnDemand’s Analytic Dashboard (screenshot: SAP) SAP Career OnDemand
SAP is currently developing an on-demand offering for the talent management space called SAP Career OnDemand. The first release is planned for the first half of 2012 and will focus on employee performance management and career development. It is intended for large enterprises.
With this on-demand solution, SAP introduces innovative concepts for planning and executing performance and development goals. The solution aligns goals with daily work so that better business results can be achieved. SAP Career OnDemand puts networking and professional collaboration at the center of the solution, connecting people and enabling informal learning.
Like other on-demand offerings targeted at lines of business, SAP Career OnDemand follows a very employee-centric design approach. The new solution aims to keep employees engaged and help them to grow professionally.Who uses how much? CO2 emissions can be measured using SAP Carbon Impact (screenshot: SAP) SAP Carbon Impact
Sustainability and environmental protection are becoming increasingly important for companies, and not just so they can claim to be “green” in their marketing material, but also because they need to meet legal requirements.
With SAP Carbon Impact, all of a company’s CO2emissions can be managed and monitored, from the production chain to the choice of a company car. Data from up to 10 buildings can be evaluated. Various dashboards display up-to-the-minute status reports and CO2 emissions.
To comply with the law, a number of templates and industry standards can be implemented.
SAP Carbon Impact is suitable for up to 12 users. Click here to find partners from whom you can buy the solution.
More articles:Entering business trips and expenses with SAP Travel OnDemand (screenshot: SAP) SAP Travel OnDemand
SAP Travel OnDemand is SAP’s software for business trips. It can be directly connected with SAP ERP HCM and SAP ERP Financials. From trip requests through expense reports, entire business trips can be planned using SAP Travel OnDemand. The software also works while employees are on the road: Using their smartphone cameras, employees can photograph all documents and invoices, then upload them, and add them to their expense reports.
SAP Travel OnDemand is optimized for iPhones, iPads, and BlackBerrys and will be released at the start of 2012. For more information, check out our article: Up in the Cloud.SAP Sourcing OnDemand
With SAP Sourcing OnDemand, companies can access important SRM functions such as procurement and contract management and supplier relationship management from their Internet browser. The software comes equipped with all the key best practices. SAP Sourcing OnDemand maps all the processes that regularly occur in a company.
Once the solution has been launched, a dashboard displays all the current activities. Users can create reports and show all the transactions as graphics, too.
SAP Sourcing OnDemand enables colleagues to work together on a project, manage supplier information, and communicate with suppliers in real time. Electronic signatures can also be inserted at the end of contracts.
What’s more, SAP Sourcing OnDemand follows key compliance regulations.
For more information about the software and implementation partners, go to the SAP Sourcing OnDemand Web site or read our article Presenting SAP Sourcing OnDemand.Analyses, forecasts, and simulations with SAP BusinessObjects BI OnDemand (screenshot: SAP) SAP BusinessObjects BI OnDemand
Smaller companies may find SAP BusinessObjects BI 4.0 too unwieldy, but we have some good news: They can use its key functions online in the form of SAP BusinessObjects BI OnDemand.
SAP BusinessObjects BI OnDemand provides analysis functions, templates, and dashboards to generate reports and forecasts. To create analyses and reports, users can upload tables from different sources. All data is taken into consideration in the evaluation.
A particularly practical feature is that employees no longer need to e-mail reports, because the software runs on the Web browser. It’s enough for the recipient to have authorization and be able to log on. And not only reports can be generated with the software, but also interactive graphics and dashboards.
You can download a free test version of SAP BusinessObjects BI OnDemand here. And on the Web site, you’ll find information about implementation partners in your region.Simple to configure: SAP StreamWork enterprise edition (screenshot: SAP) SAP StreamWork
SAP StreamWork transports the advantages of Facebook & Co. into the workplace. Thanks to the software, several colleagues can work on the same project at the same time, exchange information, and send messages. SAP StreamWork is ideal for companies whose employees work at different locations and who can’t get together regularly for meetings at headquarters.
The software can be used to exchange agendas and create surveys. And with version 2.0, a chat function has been added.
According to companies’ needs, there are three different versions of SAP StreamWork: the basic edition, the professional edition, and the enterprise edition. The basic edition is free-of-charge. With it, users can call up status messages, take a look at activities, and upload comments and files. Up to five activities are possible for each individual user, and these activities are stored for a year. Each company receives 250 MB memory per user.
The professional edition costs U.S.$9 per user per month and licenses are valid for a year. Unlike the basic edition, companies can create up to 100 activities. The professional edition has 5 GB memory, and all projects and activities are stored for two years.
Customers pay U.S.$16 per user per month for the enterprise edition. In return, they get to use a wide range of additional functions such as security features and audits. Up to 200 activities are stored for three years, and companies get 10 GB memory.
Click here for information about partners.
You can read more about SAP StreamWork here:Additional functions are just a click away in SAP Store (screenshot: SAP) SAP Supplier Management OnDemand
Supplier Management OnDemand provides companies with a central data store for their supplier relationships. The application comprises functions such as project management, analyses, monitoring of supplier services, and cost monitoring.
The application is directly integrated with SAP ERP and all it takes is one transaction to exchange all the necessary data. As a result, changes made online are immediately transferred to the ERP system.
SAP Supplier Management OnDemand also has numerous collaboration functions. This means that a company can work together with its suppliers on projects and use the software to communicate. The suppliers are given access to all the functions they need, including their profile, and they can add further functions. There’s also a discussion board for users to ask and answer questions. What’s more, it’s possible to create role-based dashboards.
SAP Supplier Management OnDemand enables organizations to measure and analyze their suppliers’ services. For example, all activities can be entered and monitored, and users can predefine scorecards.
SAP Supplier Management OnDemand works well when combined with SAP Sourcing OnDemand.Many on-demand applications are now available as mobile apps (photo: grasundsterne) SAP Contract Lifecycle Management OnDemand
SAP Contract Lifecycle Management OnDemand is SAP’s on-demand software for procurement. It meets the most important requirements of contract management. For example, the software provides preconfigured forms, in which contract clauses are already defined, and electronic signatures.
SAP Contract Lifecycle Management OnDemand helps employees draw up contracts, price agreements, and conditions.
The software can be integrated with Microsoft Word, enabling all contracts to be created using a word-processing program with which most employees are familiar. Reports and alerts can also be generated using SAP Contract Lifecycle Management OnDemand. In addition, there are functions for contract lookup, contract history listing, and audit management.
The software can be fully integrated with SAP ERP.
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Altiris [3 Certification Exam(s) ]
Amazon [2 Certification Exam(s) ]
American-College [2 Certification Exam(s) ]
Android [4 Certification Exam(s) ]
APA [1 Certification Exam(s) ]
APC [2 Certification Exam(s) ]
APICS [2 Certification Exam(s) ]
Apple [69 Certification Exam(s) ]
AppSense [1 Certification Exam(s) ]
APTUSC [1 Certification Exam(s) ]
Arizona-Education [1 Certification Exam(s) ]
ARM [1 Certification Exam(s) ]
Aruba [6 Certification Exam(s) ]
ASIS [2 Certification Exam(s) ]
ASQ [3 Certification Exam(s) ]
ASTQB [8 Certification Exam(s) ]
Autodesk [2 Certification Exam(s) ]
Avaya [96 Certification Exam(s) ]
AXELOS [1 Certification Exam(s) ]
Axis [1 Certification Exam(s) ]
Banking [1 Certification Exam(s) ]
BEA [5 Certification Exam(s) ]
BICSI [2 Certification Exam(s) ]
BlackBerry [17 Certification Exam(s) ]
BlueCoat [2 Certification Exam(s) ]
Brocade [4 Certification Exam(s) ]
Business-Objects [11 Certification Exam(s) ]
Business-Tests [4 Certification Exam(s) ]
CA-Technologies [21 Certification Exam(s) ]
Certification-Board [10 Certification Exam(s) ]
Certiport [3 Certification Exam(s) ]
CheckPoint [41 Certification Exam(s) ]
CIDQ [1 Certification Exam(s) ]
CIPS [4 Certification Exam(s) ]
Cisco [318 Certification Exam(s) ]
Citrix [48 Certification Exam(s) ]
CIW [18 Certification Exam(s) ]
Cloudera [10 Certification Exam(s) ]
Cognos [19 Certification Exam(s) ]
College-Board [2 Certification Exam(s) ]
CompTIA [76 Certification Exam(s) ]
ComputerAssociates [6 Certification Exam(s) ]
Consultant [2 Certification Exam(s) ]
Counselor [4 Certification Exam(s) ]
CPP-Institue [2 Certification Exam(s) ]
CPP-Institute [1 Certification Exam(s) ]
CSP [1 Certification Exam(s) ]
CWNA [1 Certification Exam(s) ]
CWNP [13 Certification Exam(s) ]
Dassault [2 Certification Exam(s) ]
DELL [9 Certification Exam(s) ]
DMI [1 Certification Exam(s) ]
DRI [1 Certification Exam(s) ]
ECCouncil [21 Certification Exam(s) ]
ECDL [1 Certification Exam(s) ]
EMC [129 Certification Exam(s) ]
Enterasys [13 Certification Exam(s) ]
Ericsson [5 Certification Exam(s) ]
ESPA [1 Certification Exam(s) ]
Esri [2 Certification Exam(s) ]
ExamExpress [15 Certification Exam(s) ]
Exin [40 Certification Exam(s) ]
ExtremeNetworks [3 Certification Exam(s) ]
F5-Networks [20 Certification Exam(s) ]
FCTC [2 Certification Exam(s) ]
Filemaker [9 Certification Exam(s) ]
Financial [36 Certification Exam(s) ]
Food [4 Certification Exam(s) ]
Fortinet [13 Certification Exam(s) ]
Foundry [6 Certification Exam(s) ]
FSMTB [1 Certification Exam(s) ]
Fujitsu [2 Certification Exam(s) ]
GAQM [9 Certification Exam(s) ]
Genesys [4 Certification Exam(s) ]
GIAC [15 Certification Exam(s) ]
Google [4 Certification Exam(s) ]
GuidanceSoftware [2 Certification Exam(s) ]
H3C [1 Certification Exam(s) ]
HDI [9 Certification Exam(s) ]
Healthcare [3 Certification Exam(s) ]
HIPAA [2 Certification Exam(s) ]
Hitachi [30 Certification Exam(s) ]
Hortonworks [4 Certification Exam(s) ]
Hospitality [2 Certification Exam(s) ]
HP [750 Certification Exam(s) ]
HR [4 Certification Exam(s) ]
HRCI [1 Certification Exam(s) ]
Huawei [21 Certification Exam(s) ]
Hyperion [10 Certification Exam(s) ]
IAAP [1 Certification Exam(s) ]
IAHCSMM [1 Certification Exam(s) ]
IBM [1532 Certification Exam(s) ]
IBQH [1 Certification Exam(s) ]
ICAI [1 Certification Exam(s) ]
ICDL [6 Certification Exam(s) ]
IEEE [1 Certification Exam(s) ]
IELTS [1 Certification Exam(s) ]
IFPUG [1 Certification Exam(s) ]
IIA [3 Certification Exam(s) ]
IIBA [2 Certification Exam(s) ]
IISFA [1 Certification Exam(s) ]
Intel [2 Certification Exam(s) ]
IQN [1 Certification Exam(s) ]
IRS [1 Certification Exam(s) ]
ISA [1 Certification Exam(s) ]
ISACA [4 Certification Exam(s) ]
ISC2 [6 Certification Exam(s) ]
ISEB [24 Certification Exam(s) ]
Isilon [4 Certification Exam(s) ]
ISM [6 Certification Exam(s) ]
iSQI [7 Certification Exam(s) ]
ITEC [1 Certification Exam(s) ]
Juniper [64 Certification Exam(s) ]
LEED [1 Certification Exam(s) ]
Legato [5 Certification Exam(s) ]
Liferay [1 Certification Exam(s) ]
Logical-Operations [1 Certification Exam(s) ]
Lotus [66 Certification Exam(s) ]
LPI [24 Certification Exam(s) ]
LSI [3 Certification Exam(s) ]
Magento [3 Certification Exam(s) ]
Maintenance [2 Certification Exam(s) ]
McAfee [8 Certification Exam(s) ]
McData [3 Certification Exam(s) ]
Medical [69 Certification Exam(s) ]
Microsoft [374 Certification Exam(s) ]
Mile2 [3 Certification Exam(s) ]
Military [1 Certification Exam(s) ]
Misc [1 Certification Exam(s) ]
Motorola [7 Certification Exam(s) ]
mySQL [4 Certification Exam(s) ]
NBSTSA [1 Certification Exam(s) ]
NCEES [2 Certification Exam(s) ]
NCIDQ [1 Certification Exam(s) ]
NCLEX [2 Certification Exam(s) ]
Network-General [12 Certification Exam(s) ]
NetworkAppliance [39 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [279 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [134 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]
Dropmark : http://killexams.com/demo-download/000-817.pdf
Dropmark-Text : http://killexams.dropmark.com/367904/12914893
Blogspot : http://killexamsbraindump.blogspot.com/2018/01/real-000-817-questions-that-appeared-in.html
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