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000-N41 - IBM Case Manager Product Fundamentals Technical Mastery Test v1 - Dump Information

Vendor : IBM
Exam Code : 000-N41
Exam Name : IBM Case Manager Product Fundamentals Technical Mastery Test v1
Questions and Answers : 150 Q & A
Updated On : December 17, 2018
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000-N41 IBM Case Manager Product Fundamentals Technical Mastery Test v1

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000-N41 exam Dumps Source : IBM Case Manager Product Fundamentals Technical Mastery Test v1

Test Code : 000-N41
Test Name : IBM Case Manager Product Fundamentals Technical Mastery Test v1
Vendor Name : IBM
Q&A : 150 Real Questions

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IBM IBM Case Manager Product

How IBM and crimson Hat Will influence Your Cloud method | killexams.com Real Questions and Pass4sure dumps

Barring a heavy-handed method to the contemporary acquisition, IBM and red Hat can do some amazing issues out there.

IBM is a protracted way from making actual machines. That a part of the business went with Lenovo a couple of years ago. So, what has been their focal point ever considering? application and services. And, amongst those utility items and functions has been the cloud.

except nowadays, you can also have heard little about IBM’s cloud presence. although i will be able to assure you it’s there, it became actually struggling to compete with the likes of AWS, Azure, and even GCP. Now, with predictions like those from Gartner pointing out that via 2020, 90% of groups will undertake hybrid infrastructure administration capabilities and that the market in ordinary could be price $240 billion or greater – this became nearly as good a time as any to actually take a dive into the cloud administration and start ecosystem.

Image: Shutterstock

picture: Shutterstock

And IBM in reality took the plunge. basically, this turned into the biggest acquisition or deal that IBM has ever gambled on during its 107-year existence. In figuring out the know-how they just took below their big Blue wings, it could basically pay off.

What this capacity for IBM, red Hat, and your cloud

Let’s beginning with IBM. It’s been a challenging trip for this corporation. as soon as usual for regular increase and innovation, IBM has been struggling in terms of keeping up with major business avid gamers. This stagnation became new and actually uncomfortable for IBM’ers and fanatics alike. So, what to do? purchase an impressive, multinational, open-source application business that’s been constructing some leading options. This comprises crimson Hat enterprise Linux, middleware answer JBoss, CloudForms, and the very powerful cloud and container management device – OpenShift.

For IBM, this ability opening the aperture into a fast-paced and growing hybrid cloud market. Most of all, this means concentrated on business consumers and arming them with main equipment around cloud administration. definitely, the use of some of the trade’s choicest container administration options (OpenShift) will supply IBM consumers the types of tools and capabilities to method digital transformation efforts as well as whole expertise modernization shifts.

The complete notion of "monolith to microservices" can be encompassed by this IBM+pink Hat deal. expertise like OpenShift will give IBM a leading Kubernetes management platform in a position to delivering real-world cloud-native solutions. This isn’t simply IBM paperware any further, with red Hat, the ammunition is absolutely there. mix this with an even bigger portfolio of middleware and powerful cloud-capable (and validated) developer tools and you have a extremely robust story for hybrid cloud deployment and management.

“With IBM’s contemporary circulation to containerize its middleware, today’s landmark partnership between IBM and purple Hat offers customers with extra option and suppleness. Our standard vision for hybrid cloud the usage of container architectures makes it possible for hundreds of thousands of corporations – from banks, to airways, to govt agencies - to entry main technology from both companies with no need to choose between public and private cloud.”

- Arvind Krishna, Senior vice president, IBM Hybrid Cloud

For IBM, crimson Hat (and OpenShift) is an immediate gateway right into a developer group that’s literally designing the structure for business groups and their hybrid cloud initiatives. Did IBM pay a premium for pink Hat? You greater accept as true with it. become it value it? Time will tell. Coming from behind is never easy, but here's a very good manner to position a rapid engine to your cloud enterprise.

For crimson Hat, there are relatively massive advantages, too. other than the massive amounts of substances and scale capabilities, red Hat is entrenching itself even additional into an business market that’s primed and ready for the cloud. Now, think about leveraging crimson Hat tools to influence all of these mind-blowing IBM valued clientele that have been itching for an IBM-in a position hybrid cloud structure.

“by way of extending our lengthy-standing collaboration with IBM, we’re bringing together two leading business application systems in pink Hat OpenShift Container Platform and IBM Cloud deepest and including the vigor of IBM’s software and cloud options.”

- Paul Cormier, President, items and technologies, pink Hat

in keeping with a fresh pink Hat observation, in the course of the acquisition, IBM and red Hat valued clientele can now:

  • Maximize their current technology investments and movement them extra comfortably to the hybrid cloud with IBM Cloud private and red Hat OpenShift serving because the normal groundwork;
  • construct and set up containerized applications on one single, built-in container platform IBM Cloud private presenting a single view of all enterprise statistics;
  • enable developers to design, modernize, and installation new applications extra quickly while taking potential of IBM’s cloud-primarily based capabilities comparable to synthetic intelligence (AI), web of issues (IoT) and blockchain with IBM Cloud inner most on purple Hat OpenShift Container Platform.
  • “joining forces with IBM,” said pink Hat CEO Jim Whitehurst, “will deliver us with a greater degree of scale, components and capabilities to accelerate the have an effect on of open supply as the foundation for digital transformation and bring pink Hat to a good wider viewers, all whereas conserving our pleasing subculture and unwavering dedication to open source innovation.”

    here is where I need to pump the brakes, just slightly. I actually hope that IBM doesn’t go heavy-surpassed in trying to trade pink Hat’s market definition and way of life. as a result of if it tries to push red Hat to adopt a broader IBM cultural and corporate mannequin, I don’t in reality see it ending smartly. Plus, I’m sure there are now extra issues from existing red Hat valued clientele: What’ll occur to RHEL? How does this have an impact on licensing and the tools that i take advantage of? Do I should examine opponents like Pivotal or different solutions like Cloud Foundry? again, time will inform how this could all play out. My hope is for an easy integration, while holding red Hat simply as awesome because it is today.

    at last, it’s essential to understand what this may suggest to your hybrid cloud and ordinary cloud management answer. Barring a heavy-handed method to this acquisition, IBM and red Hat can do some basically outstanding issues out there. here is actually the primary time in a long time that IBM pushed itself into the forefront of cloud, container, and hybrid cloud innovation. The interesting part is how IBM will combine different options, Watson as an example, into pink Hat products. If finished right, there can also be loads of merits for the customer, agencies, and the cloud in generic. I’m staying optimistic.

    invoice is an enthusiastic technologist with adventure in a whole lot of industries. This contains information middle, cloud, virtualization, safety, AI, mobility, side options, and tons extra. His architecture work comprises gigantic virtualization and cloud deployments in addition to ... View Full Bio We welcome your comments on this subject on our social media channels, or [contact us directly] with questions concerning the web site.

    greater Insights


    IBM/red Hat - The Calculus Of The Cloud Stays The equal | killexams.com Real Questions and Pass4sure dumps

    1.0 government abstract

    Getting right to the element, I’m skeptical that the red Hat (RHT) acquisition is going to be meaningful over the long-time period for IBM’s (IBM) company or share expense. I worry that purple Hat might also wind up being IBM’s (extra precisely Ginni Rometty’s) “Compaq”, as in Hewlett-Packard’s (NYSE:HPE) questionable purchase of that enterprise years in the past.

    The argument that the “sum” of IBM + RedHat is greater than the individual parts isn't notably mighty for my part. i'm struggling to take note the entertaining value proposition provided via the combined agencies after studying the transcript of the analyst conference call that adopted the announcement. certainly, the common idea that the joint technology stacks in some way radically exchange the “calculus of the cloud” simply doesn’t make feel to me. accordingly, whereas some analysts have expressed challenge over the $34 billion cost tag, my focal point right here is certainly on IBM’s know-how arguments and market probability arguments used to justify the buy.

    As a disclosure, I came about to dispose of my last position in IBM in October of this 12 months, as I all started shedding shares a short time after I wrote IBM – A Turning or Sinking Ship in 2017. I also labored for IBM years in the past within the systems administration division, long before the note “cloud” existed in the terminology of regular counsel know-how.

    within the sections that observe, any referenced quotes are pulled from the looking for Alpha transcript of IBM and pink Hat’s analyst convention call which followed the acquisition announcement, except in any other case stated. I’m also attaching the transcript to this record for comfort.

    2.0 WHICH CLOUD IS IT

    Ginni Rometty notes that “[IBM] should be the undisputed quantity [1] leader in hybrid-cloud….[with the acquisition of] pink Hat, the realm’s leading issuer of open-cloud answer[s] and the rising chief in the platform for hybrid-cloud and multi-cloud.” Ms. Rometty, and different individuals on the analyst call, use “hybrid-cloud” and “multi-cloud” terminology a bit interchangeably; however, I think some definition is effective so as to add some precision to our analysis.

    Wikipedia offers a nice, succinct definition of multi-cloud:

    Multi-cloud is using distinctive cloud computing and storage capabilities in a single heterogeneous structure.

    We observe that in a multi-cloud structure, the clouds can be public, inner most, or some combination of each.

    And here is IBM’s definition of “hybrid-cloud”:

    A hybrid cloud uses a personal cloud basis combined with the strategic integration and use of public cloud capabilities.

    So, a hybrid-cloud makes use of at least one deepest cloud, along with at least one public cloud and hence is tremendously characterised through a personal-public structure. we can then suppose of a hybrid-cloud as a form of a multi-cloud.

    Multi-Cloud and Hybrid-Cloud Diagram

    source: Yves Sukhu

    This distinction is a little critical considering the fact that IBM stresses its skill to above all capture a large share of the turning out to be hybrid-cloud structure market via purple Hat’s applied sciences.

    3.0 QUESTIONABLE ASSUMPTIONS

    With our definitions in hand, let’s check why IBM is doing this deal. in my view, the explanations expressed on the analyst name boil right down to an acquisition predicated upon three main assumptions:

  • collectively, there is a unique synergy between IBM and crimson Hat’s technology stacks such that the combination gives powerful differentiation within the areas of hybrid-cloud and multi-cloud computing versus competing options from the likes of AWS (AMZN), Microsoft Azure (MSFT), Google Compute (GOOG), etc.
  • Hybrid-cloud and multi-cloud computing options will (likely) power larger deal sizes and be extra profitable for IBM, with many business consumers just starting to movement the majority of their applications to heterogeneous cloud architectures.
  • The hybrid-cloud market goes to be price $1 trillion.
  • absolutely, any flaws in these assumptions would weaken the premise for the deal itself. Let’s investigate each and every.

    three.1 FIRST ASSUMPTION: anything OPEN, whatever thing exciting?

    Ginni Rometty offers buyers the following consumer requirement as a groundwork for the wedding with crimson Hat:

    “…The #1 element [customers are] announcing to us is, good day, we – these other clouds, they’re proprietary. We want an open solution [with] no lock-in. So stream it throughout varied cloud environments with no lock-in, [that’s] what the two of us do collectively…and then they are saying, it has acquired to handle facts security in a multi-cloud environment after which supply us a way to manage a multi-cloud ambiance.”

    There are a couple of things to unpack here. Ms. Rometty suggests that “other” clouds are proprietary and there's a client requirement for “an open answer”. I don’t precisely bear in mind what she’s getting at here. She implies in the quote that valued clientele get “locked in” with (definite) cloud environments; but, as an alternative, these valued clientele need to be able to movement their applications easily from cloud to cloud. i am scratching my head because what Ms. Rometty’s “customers” are calling lock-in seems to be involving their software structure, and never the cloud environment they're running on. A poorly designed cloud software can be difficult to movement no remember what cloud it's running on. The communicate is also true: a neatly-designed cloud software will be convenient(ier) to flow from one cloud to an extra. I think about many readers are widespread with the thought and know-how of containers, similar to Docker. For readers that could be unfamiliar with the term, I present a simple if a bit of imprecise rationalization: containers give a method to equipment the entire “parts” that an application needs to run:

    Illustration of Container concept

    supply: Docker/Datamation

    As we see in the illustration above, a container can “contain” anything an application must function. In a little bit of an over-simplification, if we want to circulation a containerized-software from one cloud to an extra, we simply “carry” the container up from its current cloud and drop the container on the new cloud. Readers who might also not be universal with Docker and its container know-how could have an interest to be aware that it all started as, and is, an open-source software mission; the company also raised capital in late 2017 at a $1+ billion valuation.

    So, increasing on the utility of containers:

    “historically, purposes or workloads frequently had to be rebuilt earlier than they could be migrated to an extra atmosphere. The answer to here's container know-how. considering that containers are isolated from neighboring containers and include every little thing they deserve to run the software, you could effortlessly circulate them to yet another [cloud] atmosphere devoid of compatibility issues.”

    supply: Kumina

    As this Datamation article notes, “it was…the…clients [of cloud services] who demanded that this know-how exist inside public clouds that drove the [container] improvements that now exist.” In other words, clients desired a less complicated way to package and flow their functions between clouds; and that in turn spurred the public cloud providers (AWS, Azure, Google, IBM, etc.) to provide container deployment features and services.

    One closing aspect to make about containers is that applications may consist of a few containers, through which case container orchestration software is used to automate and simplify the administration of all those containers. Kubernetes, one other open-source challenge at the start started at Google, is one of the accepted orchestration programs (with Docker Swarm for example of one more).

    Coming back to Ms. Rometty’s aspect that consumers don’t wish to be “locked in” and as an alternative are looking to be capable of circulate applications throughout varied cloud environments, they (valued clientele) can actually try this today in the event that they design and set up their applications correctly, with containers as an example of 1 know-how that can also be somewhat positive. She, truly, makes this very element stating “…[We] were building and we've been very concentrated on hybrid and multi-cloud…in line with open applied sciences. So we’ve constructed on containers, Kubernetes…[and] multi-cloud supervisor was just introduced ultimate week…” however, let’s be clear: the different principal cloud service suppliers (e.g. Amazon, Microsoft, and so forth.) additionally present container and container orchestration capabilities. accordingly, the IBM Cloud isn't in simple terms differentiated on this point; yet, with the crimson Hat acquisition, IBM does gain pink Hat OpenShift which presents price-added functionality built around Docker and Kubernetes. while there changed into no designated dialogue on the analyst name, perhaps IBM believes that its existing container administration and cloud management capabilities can be augmented in such a means by OpenShift as to leapfrog the competition when the usage of the “married” technologies for multi-cloud environments. however, if that’s real, why now not certainly speak concerning the capabilities that the mixed companies will have that could be advanced to others?

    Frankly, it seems to me that IBM’s present cloud capabilities brought to OpenShift aren't going to be a massive “online game changer”. firstly, any integration between IBM’s cloud know-how stack and red Hat’s will take the time; time which rivals will actually use to their skills to make sure they are not left in the back of. 2d, I’ve already noted that OpenShift is according to Docker and Kubernetes which capacity pink Hat’s price-add is built across the equal core used via many others; however, the competitors has and should continue to boost similar cost-delivered offerings as smartly. Third, if there was some “killer” set of cloud functionalities that the combined stacks would generate, I’d want to consider the businesses would have made that clear; but they have not (at least not yet). Fourth, there is nothing that “ties” OpenShift to the IBM Cloud; trust that red Hat’s personal OpenShift deployment “choices” web page – which I captured presently after the deal announcement – truly highlights AWS as a deployment platform:

    purple Hat OpenShift Deployment Tiers

    supply: crimson Hat

    Now, purple Hat additionally offers OpenStack, in line with yet another set of open-supply technologies, which will also be used with the aid of agencies to construct out their personal private clouds and has synergy with Ansible, pink Hat’s language for DevOps. OpenStack therefore helps IBM’s initiatives around hybrid-cloud deployments. despite the fact, as with OpenShift, I’m not fully satisfied that placing this solution below an IBM umbrella is going to result in a highly differentiated providing, nor to a sudden acceleration of deepest cloud adoption among enterprise consumers. First off, IBM already had its personal answer stack during this area, IBM Cloud inner most. on the grounds that IBM expressed such bullish sentiment in regards to the hybrid-cloud market on the analyst name, I’m basically a bit surprised this selected solution providing changed into not mentioned right through the name. Assuming the hybrid-cloud area is as “scorching” as IBM suggests, one may are expecting that IBM private Cloud has been selling smartly; why no longer name consideration to the know-how then? here's most likely a delicate element and will be an improper extrapolation on my half, however it leads me to wonder if the hybrid-cloud market is as strong as IBM suggests it is, and may be. also as the in the past linked article notes, IBM isn't on my own with an providing here, nor had been they “first” to market with one. Microsoft delivered Azure Stack over a yr before IBM introduced its competing solution to market. IBM could argue that Azure Stack, as an example, is proprietary whereas their open-source platform offers shoppers all the freedom and merits that open-supply solutions provide. It’s a profitable argument, and it could extra strongly support Ms. Rometty’s remark that valued clientele don’t want to be locked-in. after all, with an open-source-based mostly deepest cloud platform, a customer can regulate and lengthen it as they desire, which most likely is not possible to the equal extent with a closed solution. it could have been effective if IBM provided some statistics points to have in mind if a fashion toward open-supply exists in the hybrid-cloud market, and primarily for private-cloud deployments. within the absence of particulars, i am left a bit of skeptical that purple Hat OpenStack goes to materially exchange the “power” of IBM’s hybrid (inner most/public) cloud offering.

    If we tie all of this lower back to Ms. Rometty’s quote initially of the area, it looks to give a boost to that client comments round “an open [cloud] answer with no lock-in” seem just a little invalid when considering that the technologies (e.g. containers, orchestration) which have already evolved to supply cloud users with the software portability that they desire. The comment has superior validity when one considers the architectural percentages of a non-public cloud inside a hybrid-cloud atmosphere; however, as I argue above, there looks to be an absence of facts which would suggest customers lean toward non-proprietary (e.g. open-source-primarily based) private cloud deployments.

    To summarize, I don’t (right now) see the rest in fact entertaining that emerges through a combination of the two companies’ cloud stacks. To be reasonable, the agencies need time to strengthen tightly integrated options, and IBM is yet to apply the energy of its building corporation in opposition t purple Hat’s applied sciences. however, if I’m correct that “there isn't a whole lot to peer here” in terms of the joint stacks, this perception would, of path, directly undermine Ms. Rometty’s recommendation that the two corporations will be a clear chief, peculiarly in hybrid-cloud solutions.

    three.2 2nd ASSUMPTION: valued clientele are just GETTING began

    Ms. Rometty mentions, greater than once, that we're coming into a second part of cloud adoption (“chapter 2” as she calls it). in the first part, valued clientele moved their “simplest” workloads to the cloud with a value-reductions center of attention. These workloads represented the time-honored Pareto-rule 20% of client functions; and as a result, 80% of purposes remain to be transitioned to the cloud. Ms. Rometty states:

    “[Customers have] got to stream [these remaining 80% of applications]. They both ought to rewrite, refactor, decide what goes the place, relaxed the information. These are inhibitors that stop them from going [to the cloud]. So this is best going to be carried out this circulate to the eighty%, if you can circulation data and applications across assorted cloud[s], make that moveable…”

    She continues…

    “however here's an inflection factor, and if [customers are] going to get past that and move the different 80% which is ready all their tactics and their statistics they need what we’re going to offer together, this mighty ambiance. And so this 80% is…about…unlocking business value…the ordinary valued clientele has a thousand utility[s] and the regular client already has 5…that we see some as many as many as sixteen clouds.”

    the first comment, “[customers have] acquired to circulation…”, is worth debating. logic tells us that no longer all applications are always a superb fit for a cloud deployment for any number of reasons: required dependencies are not without difficulty replicated in a cloud atmosphere, security concerns, lack of can charge-savings, and many others. So, purchasers certainly will not have to circulate the majority of their purposes to a cloud structure. although, most likely Ms. Rometty is enjoying a bit of with her words, and is saying with a little bit of “dressing” that the style toward cloud adoption will proceed…which it clearly will.

    however, I believe there is room to challenge what she says in the following couple of statements. She explains that “[customers] either must rewrite, refactor, make a decision what goes the place…” certainly, IBM and other technology suppliers will, as they already have, be afforded with alternatives to help clients migrate certain purposes to cloud environments. That’s first rate information for IBM’s very huge provider enterprise, and there's motive to believe the features community will advantage a little from the red Hat buy. These opportunities essentially definitely develop in scope and salary/income capabilities to the extent that these purposes are migrated to totally allotted models running on (perhaps) heterogeneous cloud platforms (e.g. multi-cloud). So, I consider Jim Kavanaugh, IBM’s CFO, correctly mentioned that “[distributed cloud solutions] quickens our mix shift to larger price...and is accretive to our gross profit margin…”

    however, there's a counter-argument to agree with here. in place of rewriting/refactoring present legacy functions, valued clientele may additionally in its place decide on “off-the-shelf” solutions (SaaS or in any other case) which may show to be extra comparatively cheap, modern, and more straightforward to maintain. for example, Salesforce.com (CRM) and Workday (WDAY) actually didn’t obtain their market penetration because consumers opted to redecorate any homegrown CRM and HR applications respectively. sadly, IBM doesn’t discuss the COTS method and its capabilities impact on their projections for growing to be their cloud connected revenues.

    moving to IBM’s declare that multi-cloud environments may be more conventional sooner or later, as per Ms. Rometty’s statement that “the regular customer already has 5 [clouds]…”, there is a few records to backup what the enterprise is saying here: a TechRepublic survey from 2017, for example, stated that almost all of corporations surveyed had already adopted a hybrid-cloud architecture. however, we recognize that IT tends to flow in cycles. suppose about what happened with the customer-server computing paradigm where “server sprawl” at last gave technique to server explanation and a push for homogeneity amongst systems. Is it not possible that we may see whatever similar with cloud, the place valued clientele “awaken” at some point and ask themselves why they have got 5 clouds once they may be in a position to operate with 1? believe probably the most main specifications for the Pentagon’s existing $10 billion JEDI cloud project: they are (for the second) insistent that the challenge award and linked computing workloads will go/run on a single cloud. As readers can also comprehend, IBM is without doubt one of the bidders on the mission and formalized their objection to the government Accountability workplace (GAO) for the requirement of a homogenous cloud ambiance. Assuming the Pentagon receives its means and is successful with its deployment, if the department of defense (DOD) can operate on a single cloud, then why does a given company need upwards of 16 clouds (using the “extreme” illustration from IBM’s quote)?

    The overarching theme right here is that Ms. Rometty’s place that the “remaining” 80% of legacy client functions are just waiting to be moved right into a multi-cloud ambiance has susceptible elements. despite the fact that it were effective, I’m no longer certain IBM essential to spend $34 billion on pink Hat to trap these alternatives. I already argued within the previous section that IBM had latest capabilities in the equal cloud expertise areas where crimson Hat operates. If we consider about Ms. Rometty’s remark about “rewriting/refactoring”, what does crimson Hat present right here that IBM does not already have? here is work that sits squarely within the domain of IBM’s capabilities community; a group that might “plug in” purple Hat’s expertise, or some other cloud know-how, where it makes experience according to customer necessities.

    however, the crimson Hat acquisition aside, if it turns out that multi-cloud architectures ultimately “cut back” to less demanding, single cloud environments which deliver sufficient robustness and reliability to satisfy most customer requirements, then this “cloud clarification” might have a dramatic affect on IBM’s accurate-line and backside-line growth forecasts on account that the company is tying each metrics in particular to its possibility with “high-value” multi-cloud solutions.

    three.3 THIRD ASSUMPTION: IS $1 TRILLION FOR HYBRID-CLOUD simple?

    Ms. Rometty asserts that the marketplace for hybrid-clouds will grow to over $1 trillion. She states:

    “And to lead in the 2nd chapter, here is going to be about hybrid-cloud. In hybrid-cloud is an rising $1 trillion market…I suggest what we did turned into seem to be and we see a scale of a $1 trillion market…We talked about to ourselves and invariably stored announcing: What will we do superior to address the wants of our consumers? How can we accelerate our potential to move after that? And knowing and there’s in fact a vital point, figuring out that Linux is the fastest becoming platform available. And this just this yr, it became the number 1 platform each on-prem and within the cloud.”

    during the analyst name, there was no mention of exactly when the marketplace for hybrid cloud is expected to attain $1 trillion in price, nor the CAGR for this selected segment of the normal cloud market. I struggled to find respectable records in guide of IBM’s projection right here, although Market analysis Media presents a forecast of $1 trillion for the complete cloud market by using 2024. apparently, the Market research Media file synopsis highlights the quickly growing to be/excessive priority expertise segments inside the cloud market, but multi-cloud and hybrid-cloud are not mentioned in that context. this article, which was referenced in section three.1, charges IBM in 2017 as saying “they are expecting groups to spend more than $50 billion a 12 months worldwide starting [in 2017] to increase deepest clouds, with the increase rate hitting 15 to 20 percent a year via 2020.” the usage of those figures as a proxy for the usual hybrid-cloud market, it would surely take somewhat some time to reach $1 trillion in total price even at the excessive conclusion of the growth latitude.

    One element know-how leaders appear to be especially first rate at is developing with very huge numbers when describing their total addressable market (TAM). Admittedly, I’m now not certain if IBM’s estimate is practical here or no longer in view that…who truly knows right now how massive the hybrid-cloud market may become? In help of IBM’s forecast, the up to now outlined article notes that “previous [in 2017], IDC analysts launched a survey that indicated that virtually 80 % of significant agencies with 1,000 or extra personnel already have a hybrid cloud strategy in location. additionally, fifty one.four p.c are using each public and personal cloud infrastructures, and 29.2 % predict to do the identical in the next year.” These metrics are effective to aid IBM’s argument, but they may also be interpreted to indicate that almost all significant valued clientele have already got a hybrid-cloud in place, and therefore new hybrid-cloud deployments could in reality reduce moving forward. further, if we recollect the dialogue in section three.2 around purchasers determining COTS/SaaS purposes, as neatly because the possibility that single cloud architectures may in the end establish themselves as the dominant mannequin, then it’s imaginable that a $1 trillion hybrid-cloud market may no longer materialize.

    4.0 CONCLUSION

    “Whoa” become supposedly Steve Ballmer’s (former Microsoft CEO) reaction upon hearing about the IBM-pink Hat deal. most likely that single notice most fulfilling describes the current sentiment of many others.

    The leading thrust of what I’ve introduced in this article is that i am still struggling to take note what key applied sciences IBM receives with purple Hat that they didn’t already have, and why they felt they crucial to spend 1/3 of their market cap on an organization that is barely generating a few hundred million in cloud answer salary (despite the fact their boom rate is excessive). nevertheless, the “math” doesn’t add up for me, youngsters possibly it's going to in time as IBM and red Hat more suitable clarify their wonderful price proposition.

    Readers can also rightfully element out that I’ve ignored the potentialities for purple Hat Linux and their middleware stack under IBM in my analysis. In regard to the latter, I consider IBM’s possession of red Hat’s middleware stack is likely to create some confusion, at the least in the short time period. IBM and crimson Hat will absolutely should work out how to place WebSphere versus JBoss. And as different authors have counseled, crimson Hat business Linux (RHEL) might eventually supplant AIX as IBM’s de facto UNIX distribution. The connected migration work would most likely drive a good quantity of technology and aid capabilities. Ms. Rometty mentioned in one of the in the past outlined rates that Linux is the fastest transforming into working system in the cloud and on-premise. however, notice that she didn't say that RHEL is the fastest starting to be Linux distribution. To that conclusion, there is some records suggesting that Ubuntu is transforming into sooner in the business Linux phase. with out extra facts from IBM and crimson Hat, it’s definitely fairly challenging to quantify the influence of red Hat’s Linux and JBoss product units to IBM over the lengthy-term.

    As outlined, I predict that IBM and crimson Hat will provide improved clarity on the strategic value-add of the two businesses as we movement into 2019, and the way they intend to mix their stacks to stronger compete against the likes of AWS, Microsoft, and Google. i hope they do; as a result of clearly traders will send the stock decrease (than it already is) if most develop into satisfied the sum of the companies lacks incremental value. Yet, at the same time as IBM/crimson Hat give extra details to the market, as I’ve outlined herein there are several counter-arguments which undermine the assumptions that this deal is predicated upon. in my opinion, the calculus of the cloud stays the equal in the interim.

    helping files

    ibm_redhat_acquisition_transcript.pdf

    Disclosure: I/we haven't any positions in any stocks outlined, and no plans to provoke any positions in the subsequent seventy two hours.

    I wrote this article myself, and it expresses my very own opinions. i'm not receiving compensation for it (apart from from looking for Alpha). I haven't any business relationship with any business whose inventory is outlined listed here.


    Seagate, IBM group up for counterfeit tough pressure task | killexams.com Real Questions and Pass4sure dumps

    IBM will observe its blockchain know-how to a undertaking with difficult disk pressure (HDD) maker Seagate that aims to tackle counterfeiting.

    Seagate is one of the surest ordinary HDD producers and like a lot of its peers in the market has been plagued by counterfeiters who usually try to flow off an ancient force – which has been re-programmed to report that the means is bigger than it basically is – as a genuine product. apart from misplaced income, HDD manufacturers even have to take care of fakes being inveigled into its authentic supply chain via product returns.

    The company is now fighting back, and intends to combine IBM’s blockchain platform with its personal electronic fingerprinting expertise in a multi-layered strategy that it says will provide “product monitoring and assist to supply provenance over a tough pressure’s life cycle,”

    The blockchain is just about a digital database of time-stamped data or pursuits, which follows the give chain and transactions of items to determine provenance, during this case tracking HDDs from construction, meeting and installation to the end of lifestyles. It’s being piloted for the time being however may still be entirely operational by way of the end of the 12 months, and should finally be increased to consist of different provide chain companions.

    Seagate will register product authentication statistics in accordance with its secure digital identity (eID) electronic fingerprinting tech, generated on the factor of HDD manufacture and serving because the ‘crypto-anchor’ in this challenge, on IBM’s cloud-primarily based blockchain device. Blockchain will even be used to collate Seagate’s licensed Erase technique, which wipes records off drives cryptographically and produces a digital certificates of facts purge.

    IBM has additionally started making use of its Hyperledger-based mostly blockchain to a number provide chain purposes, including tracking meat from slaughterhouses and container shipments carried by using transport large Maersk.

    in response to figures from UK economics consultancy CEBR, buyer electronics counterfeiting changed into a $169bn market in 2016. computer systems (and their components) are excessive on the record of most-faked items, along with telephones, tablets and music players.


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    IBM Case Manager Product Fundamentals Technical Mastery Test v1

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    Publishing Enduring Web Services Contracts | killexams.com real questions and Pass4sure dumps

    This chapter is from the book 

    A web service contract, usually expressed via a WSDL, describes the relationship between the web services that you publish and the manner in which an external client can interact with them. These touch upon what XML messages to expect, what business operations you can perform, and what XML messages you generate. You can do so without letting the other party know about the technical details of your application and how they change over time. By the same token, you can use other developers' public contracts to consume their applications without needing to know the details or even the language and platform they use to implement their web service.

    These contracts can be made more durable by following certain principles, such as loose coupling, XML strategy selection, and versioning.

    Integrating Through Loose Coupling

    An important aspect of web services design is to ensure that the web services are loosely coupled. Web services are loosely coupled when you separate the internal implementation from the interface exposed to the user of your service. The web service has an interface defined by the WSDL that is exposed to the outside world. The internal implementation of a web service is the specific application server that it runs on or the EJBs that do the business logic. If you need to change your application server, the user of the service is not affected because there is a change only to the internal implementation. When this is ensured, the user of the web service does not need to get involved in testing changes unless the interface changes as defined by the WSDL. You might still want to test with the client even if the WSDL doesn't change, to make sure that SLAs and performance requirements can still be met.

    Using the WSDL, however, is not enough to guarantee loose coupling. If your WSDL is automatically generated from the code and you change the code, the WSDL changes, thus making it tightly coupled to the code. WebLogic Workshop provides XQuery Maps which is a simple, declarative way of describing how your Java code relates to the WSDL of your web service. If your Java code changes over time, you can change your XQuery Map so that your WSDL stays intact. XQuery Map maps the Java code to your WSDL. When the Java code changes, the mapping can be alerted to keep the WSDL the same. This enables you to truly realize the promise of loose coupling. WebLogic also provides the facility of modeling the WSDL in XMLSpy and then importing it into WebLogic Workshop. With this WSDL, you can create a web service in WebLogic Workshop. See Figures 5.2 and 5.3 for an illustration of the modeling and importing of WSDL.

    Figure 5.2Figure 5.2 Modeling of WSDL

    Figure 5.3Figure 5.3 Importing of WSDL in WebLogic Workshop

    Here is an example of using an XQuery map in WebLogic Workshop. The start and end of the XML map is shown by the annotation:

    * @jws:operation * @jws:parameter-xml xml-map:: * < order> * <item xm:multiple="String name in nameA,int amount in amountA, float price in priceA"> * <name>{name}</name> * <amount>{amount}</amount> * <price>{price}</price> * </item> * </order> * :: * @jws:return-xml xml-map:: * <totalPrice>{return}</totalPrice> * :: */ public float getTotalPrice(String [] nameA,int [] amountA, float [] priceA) { float totalPrice = 0.0f; if( nameArr != null ) { // for each item, compute subtotal and add to total for (int i = 0; i < nameArr.length; i++) { totalPrice += amountArr[i] * priceArr[i]; } } return totalPrice; }

    This map specifies that the getTotalPrice Java method receives an XML document that contains an order with multiple line items, each with a name, amount, and price. These fields are extracted from the XML message and mapped into Java arrays. Similarly, the float value that is returned from the method is placed in the context of a simple XML document that has a <totalPrice> tag.

    Choosing an XML Strategy

    XML is the messaging standard for web services. You have to choose the right strategy for handling XML messages in web services, depending on how the web services you are designing fit into the overall application.

    The XML strategy that you will use depends on two criteria. One is whether you have any application logic and whether you are exposing the application logic. The second criterion is whether the interface to the web service you are developing has a predefined XML Schema and whether you want to define your own.

    This can lead to four different strategies for handling XML Schemas:

  • Defined application logic and predefined XML Schema—In this case, the strategy that you use is mapping between defined incoming messages to fields in your internal data types. XQuery maps in WebLogic Workshop can be used to map the data.

  • No internal classes and predefined XML Schema—If schemas are defined in the WSDL file, you should import the WSDL in WebLogic Workshop and let XML Beans accept the schema file and return a set of Java classes that a developer can conveniently leverage to process any XML document that conforms to the original schema file. Having schema definitions at the core of the XML Beans system provides a variety of benefits. For example, when you first receive an XML document for processing, you can validate the data based on the schema definition. Any time you manipulate the XML document via the schema-inspired Java classes, the XML Beans system can always ensure that all changes remain consistent with the prevailing schema definition. This unambiguously disallows the creation of invalid XML documents.

  • When internal classes are defined and the schema is not defined, you should define your schema according to your internal classes. If both are not defined, first define the schemas and then derive the Java classes from there. This follows the concept of designing WSDL first, as described in the earlier section.

  • Versioning New Releases

    You need to consider versioning of your web service to facilitate managing multiple versions of a web service. Versioning should minimize code replication and maximize code reuse. It should also put a logical and manageable naming paradigm in place. This allows for upgrades and improvements to be made to existing web services, while continuously supporting previously released versions of that web service.

    Two areas should be considered for versioning a web service: the public interface, as described by the WSDL file, and the web service implementation, including its conversational state.

    Versioning the Public Interface

    You can version the public interface—specifically, your WSDL—in different ways:

    <wsdl:service name="Validate_v1_2"> <wsdl:port name="Validate" binding="tns1:ValidateSoapBinding"> <wsdlsoap:address location="localhost:7001/ValidateConfigNewWeb/ValidateConfigNew/validate_v1_2ControlTest.jws"/> </wsdl:port> </wsdl:service>

    In this example, you can change to the next version validate_v1_3 by changing the address of the endpoint for the service as follows:

    <wsdlsoap:address location="localhost:7001/ValidateConfigNewWeb/ValidateConfigNew/validatev_1_3ControlTest.jws"/>

    In this approach, the XML Schema does not change and there is no change in your SOAP message. The advantage in this option is that you can insulate your users from changing schemas. The drawback is that there is no reference to the version validate_v1_2 within the SOAP message, so you cannot use management tools that can direct the message to the right version:

    <SOAP-ENV:Body> <m:inValidateConfig xmlns:m="http://production.psg.hp.com/types"> ... </SOAP-ENV:Body>
  • Use a date stamp as part of the target namespace of your XML Schema. This is in compliance with the W3C XML Schema specification. The disadvantage here is that your schema changes every time the version changes. The advantage of this approach is that you can see the version in your SOAP messages, and you can write code or use management tools to direct the web service to the right version, according to the SOAP message:

  • <SOAP-ENV:Body> <m:inValidateConfigv1_2xmlns:m="http://production.psg.hp.com/types/2004/02/04"> ... </SOAP-ENV:Body>
  • Add new operations to the WSDL and support old ones until the user moves to the new operation. You can add new operations to the public interface of a web service to reflect the new versions, keeping the existing operations. The advantage of doing so is that you do not disrupt clients that rely on the web service. By adding new operations and making them known to clients, you can gradually shift clients over to a new set of operations, but you should leave the original operations intact for backward compatibility. For example, the operation section of the WSDL will look as shown here:

  • <wsdl:operation name="validateConfig"> <wsdlsoap:operation soapAction="validate_v1_2"/> <wsdl:input> <wsdlsoap:body use="literal"/> </wsdl:input> <wsdl:output> <wsdlsoap:body use="literal"/> </wsdl:output> </wsdl:operation> <wsdl:operation name="validatePrice"> <wsdlsoap:operation soapAction=" validate_v1_3 "/> <output> <wsdlsoap:body use="literal"/> </output> <input> <wsdlsoap:body use="literal"/> </input> </wsdl:operation>

    The types section of the WSDL will look as shown here:

    <wsdl:types> <xsd:schema targetNamespace="http://production.psg.hp.com/types"xmlns="http://production.psg.hp.com/types" elementFormDefault="qualified"> <xsd:include schemaLocation="ValidateConfigv1_2.xsd"/> <xsd:include schemaLocation="ValidateConfigv1_3.xsd"/> </xsd:schema> </wsdl:types>

    The SOAP message for each of the operations will look as shown next. Again, you can use management tools to direct messages to different versions:

    <SOAP-ENV:Body> <m:inValidateConfigv1_2 xmlns:m="http://production.psg.hp.com/types"> ... </SOAP-ENV:Body> <SOAP-ENV:Body> <m:inValidateConfigv1_3 xmlns:m="http://production.psg.hp.com/types"> ... </SOAP-ENV:Body>
  • Use UDDI and versioning UDDI in conjunction with WSDL to provide for versioning. The UDDI data model is rich enough that the current best practices can be enhanced to include service versioning. A given service can advertise more than one interface that represents its different versions. Different interfaces have different tModels. The service can reference the tModel for each of the interface in its tModelInstanceDetails collection. tModelInstanceDetails is a class that has tModelKey as a mandatory attribute.

  • Versioning the Implementation

    WebLogic Workshop uses Java serialization to persist the state associated with web service requests and conversations. For this reason, the primary requirement for supporting versioned implementations is maintaining backward serialization compatibility. Specifically, it must be possible to load state into the current version of a class that was stored using any older versions of that class.

    Versioning Lifecycle

    Understanding the versioning lifecycle will help you to implement the new versions of your web service and deprecate the older versions effectively. First, you need to put together a plan for the lifecycle of the web services you are supporting. The main aspects of the plan of the versioning lifecycle are listed here:

  • Your plan should contain the frequency of the release of your versions. For example, you could release one version per year. Consider how many versions of the web service you want to support in parallel.

  • The plan should also contain the time frame for your users to move to the new version. This would be the same as the time you would support an older version after the new one is released.

  • Consider using a pilot for the new version of the web services with an early release of version.

  • Consider releasing new functionality and conformance to new web service specifications only through this versioning strategy, as with software releases.

  • Communicate the versioning strategy to the users of your web service.

  • After you lay out the versioning strategy for each version, follow these steps to release each version of your web service:

  • Make changes to the services that you are supporting, as detailed in the previous sections.

  • Do unit and functional testing of the service.

  • Deploy the new service either through new WSDLs for users of the service or to UDDI registries.

  • Notify the consumers of your new service and pilot the new service with one of your consumers.

  • Run the new and old versions in parallel for the time frame you have allocated in your versioning plan.

  • Notify the consumers of the date when the old service is obsoleted.

  • Remove the old service version from descriptions, registries, and so on to keep new consumers from discovering and using the old web service. Remove the functional behavior of the old service; return only an appropriate error message.

  • Retire the old service. Physically remove the old service version.


  • Media As a Shaping Agent of Society: Wherefore Art Thou Treacherous? | killexams.com real questions and Pass4sure dumps

    “Fake News”: A Classic Statecraft Misdirect and Naiveté Writ Large

    What, prey tell, explains how David took down Goliath? The ragtag lion coalition of “rebels with causes” and Deplorables with axes to grind had the secret sauce: TIS. Social media was the sling and sharp messages were the rocks and together they tattooed “TIS” right between her eyes:

    Mark Zuckerberg is trying hard to convince voters that Facebook had no nefarious role in this election. “Our biggest incubator that allowed us to generate that money was Facebook,” says Parscale, who has been working for the campaign since before Trump officially announced his candidacy a year and a half ago. “Facebook and Twitter were the reason we won this thing,” he says. “Twitter for Mr. Trump. And Facebook for fundraising.” They noted how Clinton spent more than $200 million on television ads in the final months of the election while Trump spent less than half that. Because Trump wasn’t spending as much on television all along, it seemed like his team wasn’t investing in changing anyone’s minds. But they were: they were just doing it online.

    Coby’s team took full advantage of the ability to perform massive tests with its ads. On any given day, Coby says, the campaign was running 40,000 to 50,000 variants of its ads, testing how they performed in different formats, with subtitles and without, and static versus video, among other small differences. On the day of the third presidential debate in October, the team ran 175,000 variations. Coby calls this approach “A/B testing on steroids.” The more variations the team was able to produce, Coby says, the higher the likelihood that its ads would actually be served to Facebook users. “Every ad network and platform wants to serve the ad that’s going to get the most engagement,” Coby says.

    (Source: WIRED, Issie Lapowsky, November 15, 2016, “Here’s How Facebook Actually Won Trump the Presidency”)

    This is the network structure of both political media campaign propaganda strategies: MSM are the big, old-school broadcasting networks near the center dominated by DNC influence per the WikiLeaks disclosures and then there are smaller but still substantial alternative media sites and then an extremely long tail of interconnections of small sites and social media where the RNC took the fight. The “underground” more bidirectional communications (blogs with comments) and social media won this round — both campaigns use dis/misinformation (“fake news”) to influential the electorate using different tools. Which regions are RED and which are BLUE? (Source: spatial map by Jonathan Albright, assistant professor of communications at Elon University, North Carolina, “Google, democracy and the truth about internet search”, The Guardian)

    [Enlarge the above image]

    The “shocking result” given that The New York Times predicted a 85% chance for victory the day before the election quickly turned to the issue of the influence of “fake news” on the election outcome. Every story from mainstream media (MSM) to alternative media was focused on “how can we eliminate fake news?” or witch-hunting Mark Zuckerberg et al; this wavelength of thought presumes that fake news must be quelled no matter the cost (which is beyond calculation). This thinking is correct if news = truth matters. But through the lens of reality — meaning surgical-strike propaganda — this view is gravely naive. What, you say? Truth doesn’t matter?

    Here is a brief primer through the lens of reality that incorporates TIS, which spawned in embryonic form in George Orwell’s novel 1984:

    The first-edition front cover of the novel Nineteen Eighty-Four first published in 1949. (Source: Wikipedia (public domain))

    1984 has four themes:

  • Nationalism;
  • Futurology;
  • Censorship; and
  • Surveillance
  • (Source: 1984, Wikipedia)

    All of these themes are intertwined and managed with communication through the “Ministry of Truth” which is brilliantly crafted and executed propaganda. Nationalism has already been addressed. In review, Goebbels, Hitler, and Ellul created the operating principles and contemporary examples of Nationalism are:

  • Bush: “With us or against us”;
  • Trump: “Building a wall” (literal or figurative xenophobia); and
  • Clinton: “Basket of deplorables” or, more refined: “I’m with → HER (and, therefore, NOT with…).”
  • The relentless barrage of semantic payloads. | (DIS)INFORMATION: Mutually Assured Mental Destruction, Alicia Wanless, (Source :La Generalista)

    Question: Who do you think creates the semantic payloads?

    Hint: Not the candidates.

    All of these statements are crafted to trigger target audiences to take sides (polarize into tribes and fight for me, for us, for our country, our way of life, our flag, etc.).

    From 1984’s Ministry of Truth:

    The keyword here is blackwhite. Like so many Newspeak words, this word has two mutually contradictory meanings. Applied to an opponent, it means the habit of impudently claiming that black is white, in contradiction of the plain facts. Applied to a Party member, it means a loyal willingness to say that black is white when Party discipline demands this. But it means also the ability to believe that black is white, and more, to know that black is white, and to forget that one has ever believed the contrary.

    Note: emphasis mine

    (Source: Part II, Chapter IX — “The Theory and Practice of Oligarchical Collectivism”, which is from a “nonfiction book within a fictional novel” written by a character in 1984)

    To help help you grasp the scale of global naiveté in proper context, this is from Johns Hopkins University’s Sheridan Libraries:

    The World Wide Web offers information and data from all over the world. Because so much information is available, and because that information can appear to be fairly “anonymous”, it is necessary to develop skills to evaluate what you find. When you use a research or academic library, the books, journals and other resources have already been evaluated by scholars, publishers and librarians. Every resource you find has been evaluated in one way or another before you ever see it. A lot of great information can be found online, but it’s trickier to know what has been peer-reviewed online and what has not, because anyone can write a web page. Excellent resources reside along side the most dubious. The Internet epitomizes the concept of caveat lector: let the reader beware.

    and

    What constitutes a good fake is how well it resembles the real thing.

    Propaganda is defined as the “systematic propagation of information or ideas by an interested party, esp. in a tendentious way in order to encourage or instill a particular attitude or response. Also, the ideas, doctrines, etc., disseminated thus; the vehicle of such propagation.” (from Oxford English Dictionary, 2nd ed., 1989)

    Misinformation is defined as the action of misinforming or condition of being misinformed; or erroneous or incorrect information. Misinformation differs from propaganda in that it always refers to something which is not true. It differs from disinformation in that it is “intention neutral”: it isn’t deliberate, it’s just wrong or mistaken.

    Never underestimate the evil intentions of some individuals or institutions to say or write whatever suits a particular purpose, even when it requires deliberate fabrication. Disinformation refers to disseminating deliberately false information, especially when supplied by a government or its agent to a foreign power or on the media with the intention of influencing policies of those who receive it.

    Note: emphasis mine

    (Source: Johns Hopkins University (Sheridan Libraries), Information and Its Counterfeits: Propaganda, Misinformation and Disinformation)

    Which takes us from the clinical world of “fact checking (think safe sex)” in academic settings where credibility and truth means everything to the nasty swamp of unrestrained, feral TIS where truth is for losers which was lucidly foreshadowed by:

    “We’ll know our disinformation program is complete when everything the American public believes is false.”

    — William Casey, CIA Director, 1981

    In other words, when black is white and white is black (“blackwhite”), we will finally have achieved harmony from some alien perspective.

    “BLACK is WHITE” | Logo for INGSOC political party in 1984. (used in 1984 film adaptation) (Source: Wikimedia | CC BY-SA 3.0)

    How Will Millennials Manage? | killexams.com real questions and Pass4sure dumps

    Summing Up

    Are we approaching a "millennial watershed" in management? The next generation of managers, comprising many "millennials," will be more adept at managing in a changing, global, and networked environment. They will do it with a greater emphasis on teamwork, facility for the use of technology, and sensitivity to needs for work/life balance. This is the predominant collective response from many who responded to this month's topic, "How Will Millennials Manage?" It may be at odds with Michael Norman's observation that "every generation in America seems to look at its successor as beneath their own."

    There were a number of suggestions about how millennials might manage differently from their predecessors. For example, Bette Price said, "… this group will be fine managers … we may see more managers/leaders who truly do care about others, thus invigorate their teams and provide cultures that are profitable not because they are forced to, but because they want to." David Mullings added, "We will in fact treat our employees the way we expect to be treated." Phil Clark said, "This generation will not put up with talk and no action." In Diomande Yantoulaye's opinion, "As managers, millennials strongly diffuse responsibility/accountability at individual levels in their organizations … their willingness to continuously acquire knowledge makes them capable people for shaping organizations in turbulent time(s)." August Ray said, "They will work long and hard, provided they care." Phil Dourado suggests that they will reward their subordinates for changing things rather than maintaining the status quo.

    At the same time, there were others who find the entire subject overblown. For example, Alice Richmond commented, "Take the label away, and you won't find the trend." Kevin Brady added, "I find such broad generalizations hard to believe." As Susan RoAne put it, "Gen Y and the Millennials will manage to manage just as those who went before them." Pointing out that millennials will come to appreciate their predecessors over time, Fred Olande commented, " … life is just a circle and we all transit from one level to another …." And there were some worries as well. Mike Flanagan fears that because of the emergence of means of communication such as email, among others, that "the new disinterested treatment of our fellow man will be the norm, not the exception."

    Just how millennials realize their full potential as managers was a matter of discussion. According to Mou Sengupta, "It is the job of … mentors in terms of how they prepare their leaders for the coming years."

    Generational differences related to the development of millennials comprise, according to Muder Chiba, "a global phenomenon." Amy Lynch concurred, saying, "When I talk with recruiters for international firms, they say a lot about how similar Gen Y is around the world." As Siva Subramaniam put it, "The millennials will become to the whole world what the baby boomers (were) to America … but in a more sustainable, emancipating, and humanizing way."

    Will all of this happen faster than in the past, given the pace of change and the capabilities combined with the impatience of millennials to which some respondents referred? As one of them, Jesse Shephard, put it, "Will we be great leaders? I can't wait to find out. Can you?" Are we, as Colin Morgan suggested, talking about a generation "somewhat on the hinge"? Are we about to enter a "millennial watershed" in management? And can millennials live up to the high expectations that many of us have for them as managers? What do you think?

    Original Article

    Nothing seems to set off managers I talk with more than the topic of managing Gen Yers, otherwise known as "millennials," those born beginning in the late 1970s. Here's what they tell me:

    They are generally bright, cheery, seemingly well-adjusted, and cooperative. They'll pull an "all-nighter" for a good reason, but they won't let that kind of thing intrude regularly on their personal lives. Their work styles are sometimes confounding. They need to work in a social environment, often one that would appear to some of us as chaotic. This means, however, that they are very good at working in teams. They are good at multi-tasking, understand how to employ technology productively, and as a result can often produce good work at what appears to be the last minute. They are focused on their own personal development. They want an accelerated path to success, often exaggerate the impact of their own contributions, are not willing "to pay the price," and have little fear of authority. As a result, they are often not a good bet for long-term employment, because they are quite willing to seek other employment (or no employment) rather than remain in a job in which they are not growing. They want their managers to understand their needs and lay out career options. As the authors of a recent book, Managing the Generation Mix, put it, they demand "the immediate gratification of making an immediate impact by doing meaningful work immediately." In short, they are high maintenance, high risk, and often high output employees.

    The millennials with whom I work constantly are an exceptional subset of this group. While they exhibit some of the characteristics described above, they are incredibly bright and willing to do what it takes to get something accomplished, global in their outlook, and deeply concerned about social issues. In short, they are challenging and highly stimulating. So I may have an admittedly warped view of the generation.

    A great deal has been written about how millennials got that way. Of course, the rise of the Internet has influenced their outlook, behaviors, and skills. Some think it is a product of the affluence of their childhood. Others attribute it to Baby Boomer parents more devoted to their children than those of other generations, with children who regard them as "pals" as well as parents. Some ascribe it to a society in which children are taught to believe that there are no winners or losers. As one friend puts it, "They have a closet full of trophies without ever having won anything." Yet others talk about their having observed the way the rest of us have lived our lives (two jobs, too much time away from home, ironically perhaps to provide for their needs) and vowing that they will not live their lives that way.

    There seems to a fixation these days on millennials as employees. But what kind of managers will they make? Given the earlier reflections, one might conclude that they will never make it into the ranks of management. Of course many will.

    This raises a number of questions: Will they be as sensitive to the needs of those in their employ as they want their managers to be with them? Will they open up their organizations more widely to global opportunities? Will they create work environments in which jobs fit into personal life styles rather than vice-versa? Will they encourage mobility in their employees? Or will they express the same concerns as those for whom they currently work? What do you think?

    To read more:Carolyn Martin and Bruce Tulgan, Managing the Generation Mix, 2nd Edition (HRD Press, 2006).



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    IBM 000-N41 Exam (IBM Case Manager Product Fundamentals Technical Mastery Test v1) Detailed Information



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