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Vendor : IBM
Exam Code : 00M-530
Exam Name : Systems Storage Sales Mastery(R) Test
Questions and Answers : 56 Q & A
Updated On : April 25, 2019
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00M-530 Questions and Answers

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00M-530 Systems Storage Sales Mastery(R) Test

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00M-530 exam Dumps Source : Systems Storage Sales Mastery(R) Test

Test Code : 00M-530
Test Name : Systems Storage Sales Mastery(R) Test
Vendor Name : IBM
Q&A : 56 Real Questions

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IBM Systems Storage Sales Mastery(R)

building the equipment/360 Mainframe practically Destroyed IBM | Real Questions and Pass4sure dumps

by way of James W. Cortada

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The IBM System/360 image: Mark Richards/desktop historical past Museum IBM spent US $5 billion to build the device/360, delivered in 1964. These 9-song magnetic tape drives had been among the many S/360’s one hundred fifty-product line.

a brief list of the most transformative products of the past century and a half would encompass the lightbulb, Ford’s mannequin T—and the IBM device/360. This mainframe sequence invariably modified the laptop industry and revolutionized how agencies and governments worked, bettering productivity and making numerous new tasks feasible.

within the years leading up to its 7 April 1964 launch, although, the 360 became one of the most scariest dramas in American company. It took an almost fanatical dedication at all levels of IBM to bring about this surprising assortment of machines and application. whereas the technological improvements that went into the S/360 have been important, how they had been created and deployed bordered on catastrophe. The enterprise skilled what science policy knowledgeable Keith Pavitt known as “tribal battle”: individuals clashing and participating in a all of a sudden transforming into company with unstable, and in some instances unknown, applied sciences, as uncertainty and ambiguity dogged all of the protagonists.

ultimately, IBM become big and diverse ample in talent, staffing, financing, and materiel to be triumphant. In an almost entrepreneurial fashion, it took potential of emerging applied sciences, no count the place they had been found in the enterprise. In hindsight, it seemed a sloppy and ill-counseled undertaking, chaotic in execution and yet brilliantly successful. We reside in an age that celebrates innovation, so analyzing cases of how innovation is carried out can handiest illuminate our figuring out of the method.

through the conclusion of the 1950s, laptop clients faced a apparently intractable problem. Had it now not been solved, it would have averted computers from fitting widespread, and any concepts of residing in an guidance Age would have been fiction.

IBM 1401 photo: IBM The S/360 turned into designed to change IBM’s 1401 mainframe, which turned into prevalent but couldn’t be expanded or upgraded.

agencies had been acquiring computers in first rate numbers, automating lots of the old punch card operations and doing greater with facts processing. The recognition of the IBM 1401 illustrates the quick adoption of computing. Over 12,000 of those techniques had been bought from their introduction in 1959 to 1971, when IBM retired the line.

With the 1401 so dominating the computing device business, any problems with it have been critical. one in all them was that the 1401 turned into too small.

users discovered these machines so useful that they kept piling extra work on them, achieving the gadget’s skill. They then had three alternate options: circulation to an even bigger IBM system, comparable to an IBM 7000, install a competitor’s system, or acquire more 1401s. None of these alternatives become desirable. To trade to a much bigger gadget required rewriting application, due to the fact the historical software would no longer work on a special classification of laptop. The charge of rewriting could readily exceed the monetary merits of moving to a bigger computing device. Such a transformation also called for retraining body of workers or hiring new group of workers familiar with the new equipment. adding extra instruments of the identical device turned into equally unattractive because each and every unit required reproduction workforce, equipment, and maintenance of hardware and utility. purchasers desired systems that were “upgradable” or “compatible,” such that as their needs grew, they could usher in higher machines but nevertheless run the same software and peripheral device. in the Nineteen Fifties and early 1960s, it was a hope, and for providers an aspiration.

IBM had worse problems than its valued clientele did. The 1401s have been proving so usual that engineers in Endicott, N.Y., which had developed the gadget, resisted attempts by way of their counterparts in Poughkeepsie to construct better computer systems, resulting in starting to be contention between the two corporations. As one engineer recalled, “So severe became it that from time to time it perceived to exceed the contention with external opponents.” methods made by way of Poughkeepsie would no longer run classes written for the 1400 collection. shoppers eager to circulation from the smaller 1400s to the bigger Poughkeepsie machines put increasing drive on IBM to provide compatibility. Senior administration needed to take care of the expenses of sustaining R&D for a half-dozen incompatible product strains and practising IBMers to sell and maintain so many methods.

Consensus grew that IBM crucial to get all the way down to one device to simplify creation, in the reduction of the charge of R&D, and be greater competitive in opposition t a becoming array of opponents. If customers needed to upgrade in the early 1960s, they could just as simply move to a competitor’s laptop, since they'd have to rewrite their application anyway.

The vigor of compatibility was validated within the fall of 1960, when IBM delivered the more effective 1410 to exchange the 1401. application and peripheral equipment for the 1401 labored with the newer machine. shoppers and IBM sales adored that reality. Poughkeepsie’s engineers have been near finishing work on a group of 4 computers standard as the 8000s that have been appropriate with the 7000s.

T. Vincent Learson photo: IBM To get the S/360 off the ground, T. Vincent Learson compelled engineering factions inside IBM to cooperate.

T. Vincent Learson—known as Vin or T.V.—was in cost of future product building as the vp of manufacturing and development. A proficient issue solver, he knew he needed to stream right now to smash down the contention between Endicott and Poughkeepsie. IBM’s CEO on the time, Thomas J. Watson Jr., later described what came about: “He did it by applying a administration method called ‘abrasive interaction.’ This potential forcing people to swap facets: taking the suitable engineer from the small-computing device division and making him boss of the most useful building group within the colossal-laptop division. lots of people idea this made about as a good deal experience as electing Khrushchev president.”

Learson replaced the Poughkeepsie manager in charge of the 8000 project with Bob O. Evans, who had served because the engineering manager for the 1401 and 1410. Evans liked compatibility across all future items. After ninety days in his new position, Evans counseled that work on the 8000s be stopped and that both websites start working “to boost a total cohesive product line.” He also proposed a daring new base technology for all future systems, referred to as solid logic expertise (SLT), to make IBM’s machines greater aggressive.

Frederick P. Brooks Jr., who led the design group for the 8000, fought lower back. Evans and Brooks had been bold opponents. both engineers each had years of event working engineering and product development actions at IBM, and they were articulate and particularly revered with the aid of their staffs and senior management. Brooks became no longer as high ranking as Evans, so Learson introduced in Jerrier A. Haddad, who had spent the outdated two years in cost of the superior Engineering construction Division, to analyze the proposed procedures of Evans and Brooks. Haddad advised going with Evans’s ideas, and Learson killed the 8000 project in may also 1961.

Bob Evans instantly requested Brooks to advance the plan for a suitable household of computer systems. Brooks became flabbergasted, however he permitted, and with that both engineering communities stopped feuding and started taking part. there have been nonetheless opponents within the enterprise, but no count number—the trajectory toward a typical device had been set.

From left: Bob O. Evans, Frederik P. Brooks Jr., and Jerrier A. Haddad. photos: IBM Bob O. Evans [left] suggested killing IBM’s bigger 8000 mainframe in desire of a new line of suitable computers. Frederick P. Brooks Jr. [middle], who led the 8000’s design, objected, however Jerrier A. Haddad [right] sided with Evans. Evans then asked Brooks to work on the new line, which grew to become the S/360.

Learson additionally assigned John W. Haanstra, president of the customary items Division, which produced the 1400s, to chair an internal project force referred to as unfold (for programs Programming, analysis, Engineering, and construction), with Evans as vice chair. Brooks later joined the assignment force. In December 1961, the neighborhood introduced its technical concepts.

Their file referred to as for 5 compatible computer systems, labeled processors (described because the laptop, its memory, and channels to connect to peripheral equipment). The application and peripherals for one processor have been to work with all different processors. The plan referred to as for using normal hardware and software interfaces between computer systems and peripherals, akin to between disk drives and tape drives connecting to computers, so that the peripherals didn't should be swapped out when a new processor was installed. The suggestions grew to become the groundwork for the device/360.

because so much can be new, the processors would no longer be compatible with IBM’s present items. That became an totally crucial element. valued clientele relocating to the new IBM machines would should rewrite present utility only once to get on the direction of the new gadget.

Then, IBM received a lucky wreck. As one engineer wrote, “pretty much miraculously [Evans’s] vision of the brand new product line turned into saved by means of a latest-minute technical accomplishment. In mid-1963, engineers within the Poughkeepsie and Endicott laboratories had begun exploring the chance of adding particular microcode to the manage stores of computers to increase their efficiency when simulating earlier IBM computers.” This characteristic would permit 1401 utility to run in the two smaller fashions of the proposed new equipment, simplest quicker. income obtained on board, and its executives started pressuring R&D and manufacturing administration for early introduction of the brand new processors.

Watson diagnosed what changed into at stake, as he recalled in his memoirs:

From the beginning we faced two dangers, either of which changed into adequate to maintain us conscious at evening. First there turned into the project of coordinating the hardware and software design work for the brand new line. We had engineering teams all over the place america and Europe working concurrently on six new processors and dozens of new peripherals…but within the end all of this hardware would ought to plug collectively. The utility became an even bigger hurdle nonetheless. in order for system/360 to have a standard personality, hundreds of programmers had to write millions of strains of computing device code. nobody had ever tackled that advanced a programming job, and the engineers have been beneath super pressure to get it carried out.

A second set of issues concerned manufacturing the digital add-ons for the brand new methods. The electronics business became beginning to work on integrated circuits, and the new computers were going to be filled with these new accessories. To be impartial, IBM needed to make its own. It proved to be an expensive proposition.

finally, the corporate management committee, including Watson and the board of directors, sucked in a deep breath and accredited the spread options. IBM became off to the races in the wildest ride of its historical past.

IBM could not conceal what changed into occurring. New personnel flocked to Endicott, Poughkeepsie, and other labs and flowers. shoppers heard rumors, the computing device press was speculating, and executives at GE, Honeywell, Sperry Univac, and in different places were making an attempt to count on what IBM would do.

At IBM, no person appeared satisfied with growth on the new system. Engineering, manufacturing, income, and company group of workers had been in lots of situations working 100-hour weeks. Engineers moved cots into their places of work. When Watson stopped in to see how programming changed into going, an engineer yelled at him to get out so he may work. The chairman of IBM beat a hasty retreat.

Left, sign in Grand Central terminal announcing train to take reporters to Poughkeepsie for the 360 press event. Right, Thoma J. Watson Jr. pictures: IBM On 7 April 1964, a instruct from new york metropolis’s Grand vital Terminal shuttled reporters to Poughkeepsie, the place IBM chairman Thomas J. Watson Jr. formally unveiled the device/360.

it all grew to be public at noon japanese time in the united states on 7 April 1964. Over 100,000 purchasers, journalists, and technologists met in 165 U.S. cities, whereas others gathered around across the world the following couple of days to listen to the news. As Watson declared at a press conference in Poughkeepsie, it changed into “probably the most vital product announcement within the company’s background.”

IBM 2311 disk drive picture: Mark Richards/computing device history Museum among the many gadget/360’s 44 peripherals turned into the 2311 disk storage power. every detachable disk pack saved 7.25 megabytes.

On that day, IBM delivered a mind-boggling 150 new items: 6 computers; forty four peripherals, together with tape drives, disk drives, printers, and manage units; and a promise to give the utility quintessential to make everything work collectively. the press packet become an inch thick, and manuals describing the entire machines, components, software, and their setting up and operation stuffed greater than 50 linear toes.

The primary feature of the system/360 was, of route, its compatibility. A starting to be facts core might install a small 360 computer and later improve to a larger one devoid of rewriting utility or replacing peripheral equipment. once regularly occurring with the device, one did not must learn a good deal more to handle an improve. The name 360 become chosen to imply the idea of 360 degrees, protecting everything.

within the first month following the S/360 announcement, valued clientele international ordered over one hundred,000 methods. to put that quantity in point of view, in that identical 12 months within the united kingdom, all of Western Europe, the united states, and Japan, there were just a little more than 20,000 computers of any form installed. the primary deliveries of the smaller machines have been promised for the third quarter of 1965, and deliveries of the bigger ones in the first quarter of 1966. The delay between announcement and transport date gave purchasers time to make a decision which fashions to purchase, get them authorized and budgeted, plan on where to condominium them, train workforce, complete application remediation, etc. With the April announcement, IBM bought itself two years to make good on its promises and knock opponents lower back on their heels.

From 7 April to when the enterprise began providing machines to consumers, IBM entered essentially the most dangerous, extreme, and challenging period of its background. The company spent US $5 billion (about $40 billion today) to boost the equipment/360, which on the time become more than IBM made in a yr, and it could ultimately rent greater than 70,000 new laborers. each IBMer believed that failure meant the demise of IBM.

As Watson later recalled, “no longer all the gadget on reveal [on 7 April] changed into precise; some devices were just mockups made of wood. We explained that to our visitors, so there became no deception. but it turned into a dangerous cutting of corners—no longer the style I think enterprise ought to be performed—and an uncomfortable reminder to me of how a ways we needed to go before we might call the application a success.”

Watson assigned his brother, Arthur, to manage engineering and manufacturing going forward. Learson would run sales for the new device, “twisting the tails of our salesmen.” Tom Watson Jr. notion Learson had the greater tricky assignment. The possibility of shoppers changing to somebody else’s machines instead of to the S/360 significantly involved Watson.

Manufacturing in Poughkeepsie photo: IBM IBM promised to start offering the primary S/360 machines in the third quarter of 1965. creation complications emerged shortly.

because the variety of orders for the S/360 stored expanding, manufacturing became asked in 1965 to double construction. One production manager pointed out it couldn't be executed and was replaced. satisfactory declined. one of the vital electronic circuits inside an SLT, as an example, have been now not finished, so electrons could not go where they were imagined to. by using the conclusion of the yr, the satisfactory handle department had impounded 25 % of all SLT modules, bringing construction to a halt.

System 360 SLT held within a few fingers. image: IBM With the S/360, IBM delivered its solid common sense know-how (SLT), a precursor to integrated circuits. Doubling the construction of the S/360 in 1965 led to defects in 1 / 4 of the SLT modules.

After the complications had been solved, manufacturing proceeded in 1966, leading to ninety million SLT modules bring produced, compared to just 36 million the previous yr. IBM opened a brand new plant in East Fishkill, just south of Poughkeepsie, which made more semiconductor instruments than all different producers global combined. production additionally extended to new facilities in Burlington, Vt., and in Corbeil-Essonnes, France.

To unravel manufacturing issues with the ferrite-core memories, IBM install a plant in Boulder, Colo., in 1965. however took the craftsmanship of employees in Japan to get the construction of recollections up to the necessary quantities and pleasant.

IBM System 360 ferrite-core memory. image: Mark Richards/computer historical past Museum The S/360’s ferrite-core memory also proved extremely problematic to manufacture. This aircraft incorporates 1,536 reminiscence cores.

As manufacturing grew to become a world effort, new complications arose in coordinating actions and fabricating machines. Arthur Watson had some adventure managing IBM’s small factories backyard the USA but none with resolving engineering complications, let alone massive international problems in construction and manufacturing. He became out of his league, and his brother challenged him to unravel the issues. meanwhile, Learson and his earnings teams wanted extra improvements to the product line. family members between Learson and Arthur completely deteriorated. In October 1964, IBM announced tremendous delays in transport products.

Tom eliminated Arthur from his job and turned over his duties to Learson, who in turn introduced in 4 engineering managers to punch during the issues. Nicknamed the “4 horsemen,” they'd full authority international for getting the S/360 manufactured and delivered to customers. Their assortment of complications, one of the managers cited later, was “an absolute nightmare,” “a gray blur of 24-hour days, seven days a week—in no way being home.” And yet, in 5 months, they had labored out satisfactory of the complications to start meeting start dates. In January 1966, Learson grew to be president of IBM.

The “four horseman” were Henry E. Cooley, Clarence E. Frizzell, John W. Gibson, and John Haanstra. photographs: IBM dealing with unacceptable creation delays, Learson introduced in [left to right] Henry E. Cooley, Clarence E. Frizzell, John W. Gibson, and John Haanstra, who sorted out manufacturing issues international and obtained the S/360 lower back on target.

Arthur was shunted into the role of vice chairman. His profession become damaged, and he retired in 1970. In his memoirs, Tom Watson Jr. admitted to being in a nearly continuous panic from 1964 to 1966 and deeply regretted his medication of Arthur. “I felt nothing but shame and frustrations on the method I’d handled him…. as it was, we remade the computing device trade with the equipment/360, and objectively it was the best triumph of my company career. however each time I seem again on it, I consider about my brother I injured.”

software problems additionally slowed creation of the 360. The application development personnel changed into described as being in “disarray” as early as 1963. The operating gadget, known as OS/360, struggled to run multiple job at a time, which become standard to making the S/360 quickly and productive. other complications surfaced with telecommunications and with software classes. Programming help grew to be another contentious subject.

Fred Brooks volunteered to help, and IBM added 1,000 people to the working device venture, costing the business greater for application in twelve months than had been deliberate for the entire construction of the S/360 system. but throwing extra programmers at the project didn't help. in keeping with the S/360 experience, Brooks would later expand on that theme within the mythical Man-Month (Addison-Wesley, 1975), nonetheless probably the most most generally read books on computing. The application would take years to complete, however in the end it worked well sufficient to maintain the shipping prolong to at least one month.

Delivery of the IBM System/360 in to Tokai Bank Japan. photograph: IBM A system/360 arrives at Tokai bank in Japan. Demand for computing grew incredibly in the years following the S/360’s launch.

regardless of the prices and nervousness, in 1965—the year IBM had dedicated to shipping the first contraptions to customers—it managed “through some miracle” (Watson’s words) to convey tons of of medium-size S/360s. Their first-class did not at all times match the fashioned design requisites. Shortages of materials, other constituents that didn't work, and software full of bugs unfold to many countries. nearly each initial customer encountered problems.

department offices were hiring techniques engineers to support. SEs had been faculty graduates, constantly with technical degrees, who knew how to debug utility and assisted the sales drive in promoting and assisting computers. The SEs heroically tackled S/360’s utility complications, while box engineers, who installed machine, fastened hardware problems. Salesmen calmed their customers, while branch managers labored to maintain their staffs influenced and concentrated.

And despite the many problems, “valued clientele have been nonetheless ordering 360s quicker than we could build them,” Watson recalled, forcing birth dates out as a whole lot as three years. through the conclusion of 1966, customers had taken delivery of nine models of the S/360, for a total of 7,seven-hundred.

IBM’s opponents spoke back. Burroughs, GE, Honeywell, NCR, and Sperry Rand, working largely in the u.s., CII in France, and ICT (later ICI) in incredible Britain added techniques appropriate with one another’s machines, however not appropriate with IBM’s. A 2nd, smaller group chose to manufacture machines that were suitable with IBM’s, together with RCA and others in Europe and Japan, counting on RCA’s licenses.

1968. Flanked by a display console with an array of lights and switches, an operator uses a monitor to check the performance of the Model 91. This System/360 installed at NASA's Goddard Space Flight Center in Greenbelt, Md. photo: IBM NASA purchased a couple of S/360s, including this one at Goddard area Flight center. a couple of others at mission control in Houston were used to display screen Apollo eleven.

five years later, the worldwide stock of put in IBM computers had grown to $24 billion, whereas that of opponents had reached $9 billion. In other phrases, IBM’s S/360 expanded overall demand for computing so vastly that it raised all boats. The business’s annual boom in the 2nd half of the Nineteen Sixties became in double digits 12 months over yr, as many lots of groups multiplied their use of computers. Demand for computing grew on account of the technological improvements introduced forth via IBM, however additionally as a result of users were amassing ample adventure to be mindful a pc’s price in using down prices and performing new capabilities.

IBM additionally grew, more than doubling from 127,000 personnel global in 1962 to 265,000 by means of the conclusion of 1971. profits rose from $3.2 billion in 1964 to $8.2 billion in 1971.

Fisheye view of the IBM System 360 image: IBM The S/360 bolstered IBM’s domination of the world computer company. One government, asked whether the enterprise would ever tackle an additional such undertaking, replied, “Hell no, on no account once more.”

because the S/360 become the coronary heart of tons computing with the aid of the end of the Sixties, its clients constituted an international of their own. hundreds of programmers best knew the way to use utility that ran on S/360s. additional lots of information-processing personnel had worked most effective with IBM device, together with keypunch machines, printers, tape drives, disk drives, and utility, which in lots of circumstances took years to grasp. with the aid of the early Nineteen Seventies the computing space became largely an IBM world on both sides of the Atlantic, in the emerging markets in Latin america, and in Japan.

Years later, when asked whether IBM would ever interact in such a enormous venture once more, one govt barked out, “Hell no, certainly not once again.” Watson tilted toward an identical response. Commenting in 1966, he said, “At our size, we can’t go one hundred percent with the rest new once more,” which means anything else that large. After the 360, Watson made it a policy “certainly not to announce a new expertise as a way to require us to commit more than 25 % of our construction to that technology.”

The technology that introduced out the S/360 remained wonderful within the company, a different clan bonded ferociously to IBM. Careers had been made and broken, very own lives and marriages upended. IBMers did not recognize at the time how noticeably their items would exchange the area, however we do.

Left, IBM: The Rise and Fall and Reinvention of a Global Icon. Right: Author James W. Cortada.

this article is in accordance with excerpts from IBM: the rise and Fall and Reinvention of a worldwide Icon (MIT Press, 2019).

James W. Cortada is a senior analysis fellow on the university of Minnesota’s Charles Babbage Institute. He worked at IBM for 38 years in sales, consulting, managerial, and analysis positions.

IBM's New Storwize 5000 Flash Arrays convey NVMe efficiency To Wider customer Set | Real Questions and Pass4sure dumps

IBM Tuesday accelerated its Storwize storage device line with new types of its Storwize 5000 household that bring excessive-performance NVMe storage to a much wider range of consumers.

large Blue also brought help for Amazon internet functions' public cloud to its IBM Spectrum Virtualize for Public Cloud application for virtualizing IBM and non-IBM storage under a single architecture, and brought new container aid for its storage applied sciences.  

The additions to the Storwize 5000 family will let channel partners more desirable serve customers requiring larger- efficiency storage, talked about Eric Herzog, chief advertising officer and vp of international storage channels for IBM's Storage Division.

[Related: The 10 Coolest New Enterprise SSDs And Flash Storage Of 2018]  

"This completes the refresh of the Storwize product line," Herzog informed CRN. "It begun with the new Storwize V7000, and now we're clean the Storwize V5000 line with extra application, extra efficiency and greater NVMe."

New to the Storwize V5000 family is the V5010E, which replaces IBM's existing V5010. The V5010E brings consumers excessive-efficiency NVMe storage capabilities, with twice the optimum IOPs (I/Os per 2nd) at a 30 % lessen cost factor than the V5010, Herzog spoke of. It enables means to scale to 12 petabytes, he stated. It additionally scales to help as much as 392 flash drives.

also new with the V5010E is the bundling at no can charge with IBM Spectrum Virtualize application. IBM Spectrum Virtualize can hook up with 450-plus distinct non-IBM arrays to supply them full storage management capabilities together with snapshots, encryption and storage virtualization.

furthermore, IBM delivered the Storwize V5130E, which presents the equal enhancements to the Storwize V5130 that the V5101E does to the V5010. It scales to as much as 1,520 flash drives.  

New to the household is the Storwize V5100/F, which presents the equal capabilities as the different new individuals of the 5000 family and scales to up to 1,520 drives. IBM's FlashCore flash storage modules are proprietary modules that includes each flash storage capacity and hardware-accelerated I/O. The newest FlashCore modules are FIPS a hundred and forty-2 licensed for security requirements.

IBM has married two powerful technologies for partners with its Storwize 5000 line and IBM Spectrum Virtualize, noted Bob Elliott, vice chairman of storage income for Mainline counsel methods, a Tallahassee, Fla.-based solution issuer and longtime IBM channel accomplice.

“the wedding of two in fact good things results in a very excellent thing," Elliott advised CRN.

Elliott pointed out he noticed the strength of combining the IBM V7000 line and then the V5000 line with IBM Spectrum Virtualize. "They’ve grown into a very good product," he stated. "IBM Spectrum Virtualize offers a versatile storage virtualization platform. Now IBM is including NVMe to provide the form of performance that valued clientele would in any other case deserve to purchase an awful lot bigger methods to get."

IBM Storwize with IBM Spectrum Virtualize is a very scalable, high-performance family of products, Elliott mentioned.  

"IBM's really achieved it right to dwell with both sets of items," he pointed out. "Add NVMe, and it enhances the capacity to evolve the product line and to take it to the subsequent degree of efficiency and flexibility."

IBM was among the first storage providers to embody NVMe throughout its whole product line, referred to Michael Adams, director of storage and knowledgeable capabilities at Lighthouse desktop capabilities, a Lincoln, R.I.-based answer issuer and IBM channel accomplice.  

That leadership is improved with IBM's introduction of NVMe FlashCore modules, Adams advised CRN.

"The NVME FlashCore modules was once within the highest-conclusion flash arrays," he stated. "Now they're part of the V5000 family. this will allow more clients to do encryption and compression on-line with out a performance hit even whereas increasing the skill."

including the IBM Spectrum Virtualize software to the Storwize 5000 family unit is also a good circulation for IBM, Adams said.  

"With the application, i will be able to support shoppers virtualize their external arrays," he noted. "clients like that. I actually have some purchasers with competing manufacturers of storage however who wish to add such services as encryption that those older arrays do not support natively."

IBM Tuesday also elevated its multi-cloud storage capabilities with the addition of AWS guide to its Spectrum Virtualize for Public Cloud, Herzog spoke of. Spectrum Virtualize for Public Cloud, which previously handiest supported the IBM Cloud, offers a virtual substantiation of IBM Spectrum Virtualize on both public cloud, he mentioned.

also new with Spectrum Virtualize for Public Cloud is "air gapping," which allows a snapshot of statistics to be isolated from the production environment so that if there's a malware assault it does not affect probably the most contemporary secondary replica of the statistics, Herzog stated.  

IBM plans to introduce help for the Container Storage Interface, or CSI, in the 2d quarter, Herzog mentioned.

IBM has been assisting block facts and file information in containers through such platforms as VMware and Microsoft Hyper-V, he pointed out. but the Container Storage Interface is an industrywide commonplace application interface defined by means of container vendors that makes it possible for storage managers to see the storage in containers and what that storage is doing. "Now the companies can see the storage in any containers to manipulate it accurately," he spoke of.

IBM's storage platform was developed to quite simply tackle new enhancements like CSI, Elliott observed.

"it's smart ample to tackle new capabilities," he said. "it's like constructing a house and adding cable before the cable television is related. You might also no longer know what's coming sooner or later, but the platform is flexible satisfactory to deal with it."

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2019 Range Rover Evoque review | real questions and Pass4sure dumps

Being the fastest-selling Range Rover of all time makes the Evoque the most important in the line-up too. Range Rover will be hoping the extensive redesign keeps it at the forefront for buyers.

Pros and Cons Pros
  • The cabin is an exercise in understated elegance and quality
  • Exterior redesign brings the Evoque back to the front of the segment
  • Ride and handling refinement is exceptional
  • Cons
  • We'd like the mild hybrid to offer a bigger performance bump, more often
  • Still too many variants in what is a complex range
  • Luggage space with seats folded down is still short of segment leaders
  • The 2019 Range Rover Evoque is, without any hint of overstatement, a genuinely vital car for the iconic English marque. The original Evoque was, of course, the fastest-selling Range Rover in history. Whatever the shortcomings or criticisms from the so-called experts over the time the old model was on sale, the Evoque made an immediate and significant impact on the brand’s sales globally.

    Redesigning it then – refreshing it, evolving it and bringing it back to the forefront in 2019 – will be no easy feat.

    At the launch in Greece, we test both diesel and petrol engines, and despite the stark reality that I’m yet to see one off-road anywhere in Australia, we test the new Evoque thoroughly on-road and off. Its performance off-road continues to blow the rest of the segment out of the water – more on that later.

    As James has covered in our pricing and spec story, the new Evoque range will be kicking off at $62,670 plus on-road costs for the entry-level Evoque S D150 and topping out at $96,090 for the flagship Evoque HSE R-Dynamic, the price of entry into the smallest Range Rover is up by over $4000 compared to the previous-generation's 'Pure' grade, though there's more standard equipment across the range.

    You could see from our initial reveal story a few months ago that the design of the Evoque has been modernised quite significantly, but don’t make one of two mistakes that I overheard in discussion quite a few times at the launch. Firstly, don’t assume it’s just a scaled-down Velar. Sure, there are elements like the retracting door handles that are common to both, but park an Evoque next to a Velar and there is a lot to differentiate them. Secondly, don’t simply assume this new Evoque is ‘the same’ as the original. It isn’t. A lot has changed, and the design is the most visible starting point.

    Styling is an interesting automotive subject – perhaps the most interesting. It can’t be measured in numbers like power, torque and fuel economy. You can’t feel it like acceleration, braking or cornering performance. And it doesn’t add to the driving experience like ride comfort or interior ambience. It is, though, probably the most important factor an Evoque buyer is weighing up. Australians certainly buy cars on style, we know that – we are an enthusiast market.

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    Style, or the perception of it, is as individual as the person evaluating it. Now, while I’m not even remotely the target audience for the new Evoque, when I look at it from any angle, my feeling is that it looks precisely the way the intended buyer will want it to look. This new objective of chasing what design boss Gerry McGovern calls ‘reductive design’ means the Evoque looks clean, uncluttered, sharp, and perhaps most importantly, premium.

    You’ll make up your own mind obviously, but there’s tangible benefit in the commitment the design team has had to stripping it down, paring it back, sharpening the exterior and removing extraneous lines, curves, scallops and plastic trim. If less is indeed more, the Evoque is on to a winner in a styling sense, despite the styling being evolutionary rather than revolutionary.

    That theme moves through to the cabin, where the Evoque almost certainly paves the way for the larger, more expensive Range Rover models to follow. Every touch surface feels expensive, and the screens are beautifully executed, clear and concise. The touchscreens are fast to react too, with none of the annoying lag we’ve experienced with some systems.

    The interface between the driver and the controls – whether that be the air-conditioning or the off-road modes – feels as premium as the leather trim. On that note, McGovern is aware that younger potential buyers want a vehicle to reflect their own environmental values, and as such there is the option of recyclable, sustainable materials should buyers wish to avoid animal products like leather.

    Making that sustainable material feel premium is a challenge, but in the case of the optional eucalyptus-based textile seat trim, Range Rover has done an impressive job. The leather trim is, of course, sumptuous and classy, as you’d expect from the British manufacturer, and there’s also synthetic suede, wool and quality plastics.

    Cabin highlights include the central 10.0-inch screen that accommodates Apple CarPlay and Android Auto, the second 10.0-inch screen below it that controls the vehicle’s functionality and the ‘ClearSight’ rear-view mirror that, at the touch of a button, transforms the conventional rear-view mirror into a high-definition monitor that shows the view behind you in crystal-clear imagery.

    What these high-tech inclusions do is indicate that the Evoque is setting itself as a standard bearer for the rest of the brand. It's debuting new technology that works in an affordable package, and wouldn’t be as accessible to as many buyers if it were in a Range Rover priced north of $200,000.

    There’s more room in the cabin than before – one of the few bugbears we’d hear from owners of the outgoing Evoque. A wheelbase increase of 20mm and clever interior packaging have liberated crucial occupant space in the second row. You can now also fit your shoes under the front seats thanks to the revised positioning of the base to the floor.

    Luggage space has grown by nearly 10 per cent: 591L on offer with the second row in use. Fold those seats down and you get 1383L of useful storage. There’s more storage throughout the cabin too, in the door pockets, the console bin and the dashboard. The harsh reality of modern motoring is that buyers demand storage and manufacturers have to offer it to keep up with changing trends.

    First up, we sampled the R-Dynamic S P250, which offers up 183kW and 365Nm from its 2.0-litre, four-cylinder petrol engine. Not as punchy as we find the diesel to be the next day, the petrol engine still sings to redline cleanly without any drop-off in power delivery. It will scoot from 0–100km/h in 7.0 seconds and the combined fuel use on the Euro scale is 7.9L/100km.

    The next day we move into the 177kW and 500Nm S D240 variant with its 2.0-litre, four-cylinder diesel engine, which both feels and sounds punchier than the petrol. 0–100km/h is dispatched in 7.7 seconds, however, while the fuel use is a claimed 6.2L/100km. The slower sprint time indicates that the extra punch we seem to feel through the seat of the pants is quite possibly the strength of the diesel engine’s mid-range, once you’re rolling past 100km/h.

    The diesel engine gets a particulate filter and is assisted by the mild hybrid system, which according to the engineers adds that little bit of electric assistance to help fill the small torque hole you’d traditionally have with a diesel engine while you wait for the turbo to spool up. While it almost certainly helps matters, I’d like to see Range Rover use more of the available boost, more of the time. I assume that will come, though, as the system is refined.

    While both engines have their strong points, if I had to choose one, it would be the diesel. The petrol is impressive in both operation and efficiency, and despite the fact that SUV buyers are starting to look back to petrol, I reckon in this platform the diesel (with mild hybrid assistance) is the pick. Despite that, the petrol engine is beautifully smooth around town.

    Much of that smoothness is aided by the exceptional nine-speed automatic, which doesn’t seem to constantly hunt through the ratios as some have the tendency to do. Shifts, especially at normal traffic speeds, are so smooth you barely notice them happening at all – another hallmark of a premium driving experience.

    While the outgoing Evoque did indeed ride well, this new one feels more comfortable, more insulated, and quieter from behind the wheel. In fact, the sensation of quiet inside the cabin is a real standout for me. It’s a definite addition to the premium nature of the cabin whether you’re a driver or passenger, and a crucial element in making a vehicle feel exclusive. Rolling along the highway at 130km/h, there’s hardly even any wind noise that enters the cabin.

    We tested both standard non-adaptive and optional adaptive dampers at the launch, and both platforms rode (and handled) capably. There were some properly twisty mountain roads on the launch drive outside Athens and the steering felt sharp, there was no nasty tendency to understeer when pushed harder, and the all-round balance was impressive.

    We’ll need to test the Evoque back-to-back with its segment competition, but it feels like it’s going to be right up at the head of the segment in a handling sense. If you intend to be one of the very few to drive your Evoque like it’s a sports car, you’ll be ticking the adaptive dampers box, though.

    Range Rover engineers claim the ride is softer than the old model, despite an increase in torsional rigidity through the chassis. Toggling between drive modes does more to alter the mapping of the power delivery and gearshift points than it does transform the ride, but the Evoque does a solid job of rewarding the driver when you put the hammer down. Needless to say, sporty handling is hardly more relevant for the target buyer than off-road ability, but it’s a point worth making nonetheless.

    On that note, the Evoque once again overachieves off-road. In impressive fashion too. This despite the fact that most buyers are never likely to use it off-road – it’s a reality for any vehicle with a Land Rover badge. It must be capable off-road, full-stop.

    The various drive modes (Terrain Response 2) and under-the-skin electronics work properly and keep things safe off-road for novice drivers, while features like hill descent control are more enhanced than they’ve ever been. Gone is that sense the brakes were being overworked on a long descent, for example, and the Evoque is able to maintain a crawl even on slippery gradients.

    ClearSight Ground View is a clever addition off-road, which will assist in showing the way ahead thanks to new camera positioning and imagery. It uses a combination of cameras inside the grille and underneath the external rear-view mirrors to provide the image. And with the front wheels artificially ghosted into the display inside the cabin, it helps the less experienced off-road driver to place the tyres exactly where you want them.

    In summary, I think the new Evoque’s most impressive attribute is its ability to do exactly what the intended buyer will want. It stands out on the road thanks to its revised, modernised styling. It feels premium and exclusive inside the cabin. It has cutting-edge tech that works. And it's a luxurious SUV to drive.

    It’s hard to find a reason why it won’t carry on the sales success of the original – a hard-to-believe eight years after its initial launch. McGovern told us that someone internally estimated sales of around 30,000 per annum when the Evoque was first launched. Sales exceeded 100,000 units from the get-go, and peaked at approximately 125,000.

    The 48V mild hybrid system brings the Evoque up to date with the competition in a technical sense, and the plug-in hybrid will be eagerly anticipated for 2020.

    Our Ratings Breakdown


    Interior Comfort & Packaging


    Infotainment & Connectivity

    GoodWe and ADLER Solar Agreed on Comprehensive After- Sales Support Services | real questions and Pass4sure dumps

    Bremen, March 2019 – GoodWe has signed a cooperation agreement with ADLER Solar Services GmbH in providing comprehensive after-sales services to GoodWe´s customers in Germany, Austria and Switzerland covering 1st level support, 2nd level support and technical field services.

    March 29, 2019GoodWe

    ADLER Solar is a leading full-service provider for the solar industry who delivers a broad spectrum of technical solutions and services that guarantee a high-performance level and smooth running of a photovoltaic plant throughout its entire life-cycle. ADLER Solar serves the complete range of after-sales solutions and defines all interfaces of the process chain according to individual customer requirements. ADLER Solar´s existing panel service customers include renowned brands such as REC and Solarwatt.

    With over 60 employees across the abovementioned German speaking markets, ADLER Solar will conduct on-site repairs and take care of the storage of spare/replacement devices as well as individual inverter components and all the logistics involved.

    In addition, ADLER Solar experts will also handle the warranty process for GoodWe, while providing additional support services. Further services include the provision of information and support for GoodWe Smart Energy Management System (SEMS). By using this system, ADLER Solar can take targeted actions based on GoodWe intelligent alert notification and get in touch with system owners directly, providing proactive responses.

    Quality after sales service is GoodWe´s top priority

    The agreement was inked by Thomas Haering, Managing Director of GoodWe Europe GmbH, and Gerhard Cunze, Managing Director of ADLER Solar Services GmbH.

    “GoodWe inverters stand for reliability, high performance and top-notch quality”, says Thomas Haering, Managing Director at GoodWe Europe. “We want to walk on this way by increasing our after-sales support network as one of our top priorities. This is why we are thrilled to work together with an experienced and professional service partner like ADLER Solar to provide our customers the necessary high-respond support they are expecting from a leading inverter manufacturer.”

    “Fast, professional and reliable after-sales and repair services are essential for operators of PV systems. This is the only way to achieve the calculated yields and a stable return on investment. We ensure this with our after-sales solutions and are delighted to support one of the world’s leading inverter manufacturers”, says Gerhard Cunze, Managing Director of ADLER Solar.

    About GoodWe

    GoodWe is a leading, strategically-thinking enterprise which focuses on research and manufacturing of PV inverters and energy storage solutions. With an average monthly sales volume of 30,000 pieces in 2018 and 12 GW installed in more than 100 countries, GoodWe solar inverters have been largely used in residential, commercial rooftops, industrial and utility scale systems, ranging from 0.7kW to 80kW. GoodWe inverters

    offer reliable operation and excellent performance and are well recognized by customers worldwide.

    GoodWe’s philosophy is to always create win-win partnerships with customers by identifying and integrating the most advanced components and techniques available while offering an unparalleled aftersales service. Technological innovation is GoodWe’s main core competence. With an in-house R&D team of 200 employees in two R&D centers, GoodWe can offer a comprehensive portfolio of products and solutions for residential, commercial and utility scale PV systems, ensuring that performance and quality go hand-in-hand across the entire range.

    GoodWe has set up an integrated service system for presale, in-sale and after-sale and has established service centers worldwide, aiming to offer global support to all customers including project consulting, technical training, on-site support and after-sales service.

    About ADLER Solar

    Since April 2008, ADLER Solar has been supporting the European solar industry as a leading full-service provider with photovoltaic concepts for plant construction, quality assurance, performance optimisation and sustainable energy strategies.

    Over the last 10 years ADLER Solar has thus progressed from an independent service provider to a recognised expert for smart energy solutions. The comprehensive service portfolio ranges from PV Plant Construction, Repowering, Engineering Consulting and Operations & Maintenance to storage, electromobility and LED solutions.

    In addition, the service portfolio includes After-Sales, Inverters, Test & Repair as well as Claim Management. Headquartered in Bremen, ADLER Solar manages another location in Waldkraiburg/Munich.

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