|Exam Name||:||Company Notes Domino 6 Application Development Intermediate Skill|
|Questions and Answers||:||255 Q & A|
|Updated On||:||February 15, 2019|
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190-611 exam Dumps Source : Company Notes Domino 6 Application Development Intermediate Skill
Test Code : 190-611
Test Name : Company Notes Domino 6 Application Development Intermediate Skill
Vendor Name : Lotus
Q&A : 255 Real Questions
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IBM announced ultimate nighttime that it's promoting the closing components from its 1995 acquisition of Lotus to Indian enterprise HCL for $1.eight billion.
IBM paid $three.5 billion for Lotus returned within the day. The huge items here are Lotus Notes, Domino and Portal. These were a large part of IBM’s business enterprise for a long time, but last year big Blue all started to pull away, selling the construction part to HCL, whereas protecting control of sales and advertising.
This announcement marks the end of the road for IBM involvement. With the development of the platform out of its control, and in need of cash after spending $34 billion for red Hat, perhaps IBM comfortably decided it now not made sense to keep any a part of this in-residence.
As for HCL, it sees an opportunity to continue to build the Notes/Domino company, and it’s seizing it with this purchase. “The big-scale deployments of these products supply us with a pretty good probability to attain and serve hundreds of global corporations across a wide array of industries and markets,” C Vijayakumar, president and CEO at HCL applied sciences, said in an announcement saying the deal.
Alan Lepofsky, an analyst at Constellation research who maintains close watch on the commercial enterprise collaboration area, says the sale may characterize a sparkling start for utility that IBM hasn’t in reality been paying shut consideration to for a while. “HCL is way more interested in Notes/Domino than IBM has been for a decade. they are investing closely, attempting to rejuvenate the company,” Lepofsky informed TechCrunch.
whereas this software can also consider long in the tooth, Notes and Domino are still in use in lots of corners of the commercial enterprise, and this is especially true in EMEA (Europe, middle East and Africa) and AP (Asia Pacific), Lepofsky talked about.
He added that IBM appears to be absolutely exiting the collaboration area with this sale. “It appears that IBM is achieved with collaboration, out of the video game,” he mentioned.
This movement makes sense for IBM, which is relocating in a unique course as it develops its cloud business. The purple Hat acquisition in October, in certain, suggests that the enterprise desires to include private and hybrid cloud deployments, and older utility like Lotus Notes and Domino don’t basically play a role in that world.
The deal, which is field to regulatory approval tactics, is anticipated to shut within the center of next yr.
IBM got Lotus application returned in 1995 for $three.5 billion. it's now divesting the know-how, together with six other one-time cornerstone enterprise applications.
There changed into a time when Lotus Notes and Domino were the cornerstones of IBM's utility portfolio, enabling business collaboration and productiveness. these days are now in the past, as IBM is divesting these assets, together with a couple of other purposes, to HCL applied sciences.
HCL technologies will pay IBM $1.8 billion, with the deal expected to shut in mid-2019. besides Notes and Domino, HCL is buying a few different commercial enterprise functions, including: Appscan for at ease software construction, BigFix for relaxed device management, Unica (on-premises) for advertising and marketing automation, Commerce (on-premises) for omni-channel eCommerce, Portal (on-premises) for digital event, and Connections for workstream collaboration.
"We agree with the time is appropriate to divest these select collaboration, advertising and commerce application assets, that are more and more delivered as standalone products," John Kelly, IBM senior vice president, Cognitive options and analysis, wrote in a media advisory. " on the equal time, we trust these items are a strong strategic fit for HCL, and that HCL is well located to force innovation and growth for their consumers."
IBM has more and more been entering into cloud and artificial intelligence during the last four years, and has developed up other property that it is going to center of attention on.functions
many of the functions being bought to HCL had been at first bought by IBM from other companies.
IBM received Lotus utility, maker of Notes and Domino, in 1995 for $three.5 billion, notwithstanding the Lotus company wasn't dropped through IBM unless 2012.
AppScan which is now being sold to HCL, changed into once the cornerstone of the IBM Rational application portfolio. IBM received the AppScan product portfolio as part of the acquisition of safety vendor Watchfire in June 2007.
BigFix was acquired by using IBM to become a part of its Tivoli operations division in July 2010, while Unica become acquired through IBM in August 2010 for $480 million.HCL technologies
HCL technologies is based in Noida, India, and positions itself as a digital transformation enterprise. HCL and IBM had already been partnering on many of the bought software property.
"We proceed to see exceptional opportunities in the market to enhance our Mode-three (items and systems) offerings," C Vijayakumar, President & CEO, HCL applied sciences, wrote in a media advisory. "The items that we are acquiring are in giant becoming market areas like protection, advertising and Commerce, which can be strategic segments for HCL. many of these products are neatly viewed by means of valued clientele and positioned in the excellent quadrant with the aid of business analysts."
Sean Michael Kerner is a senior editor at EnterpriseAppsToday and InternetNews.com. observe him on Twitter @TechJournalist.
newsIBM Modernizes Domino business App Platform
IBM has modernized Domino, its company app platform with roots within the Lotus Notes ecosystem that debuted in 1989.
as soon as basically wide-spread because the server-aspect segment of Lotus Notes, Domino is a multi-faceted platform that offers app development -- using the quick-software-building approach -- and more.
In revamping the 29-12 months-historical platform, IBM has more advantageous cloud assist, mobile software construction, analytics and boosted the collaboration capabilities that were a mainstay of Lotus Notes, which grew to be IBM Notes in a 1995 acquisition.
Two of the most exceptional modernizations in the new IBM Domino v10 are cellular app construction capabilities and the embody of node.js.
The better mobile development functionality comes in the brand new IBM Domino mobile Apps, which is being previewed as a beta for which developers can sign up. Furthering the IBM/Apple business relationship, the providing lets developers create Apple iPad enterprise apps. "IBM Domino additionally replicates facts between the server and native version of your functions, so your group can be productive even with out network connectivity," the enterprise spoke of.
one more new characteristic is the means for developers to call any relaxation APIs from Domino applications, enabling the capacity, for examples, to add Google Maps performance, pull in Salesforce customer data or leverage IBM's Watson capabilities.
the new Domino v10 stems from a development agreement IBM entered into with HCL applied sciences a year ago.
David Ramel is the editor of visible Studio journal.
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Those who are able to tap meaningful data flows of business opportunity in internal company data and freely available online information will be the primary business value creators of the 21st century.
At a successful big data analytics firm, employees come from many backgrounds: product managers, data scientists, software engineers, database architects, and business-focused solutions specialists (aka “Big Data consultants”). In particular, professional services should frame customers’ Big Data challenges into a problem that analytics scientists, data architects, and data scientists can use cutting-edge algorithms to solve.
In order to compete more effectively in the Big Data marketplace, consultants should have the following skill sets.1. Understand Hardware
Do you know how a computer works? If you don’t, you should. In particular, understanding what kinds of software runs best on different types of computers is vital to being able to scope the hardware requirements for your Big Data work to succeed. Some considerations: memory vs. disk/storage space (e.g. for analytics on in-memory databases), the number of cores (i.e. processing power), and whether the business problem is best done on one server (such as a regression) or distributed among multiple servers (such as determining how many tweets on a topic are negative).
If you are running your algorithms on a distributed system where it’s OK for one “node” (computer or server) to fail, commodity hardware can keep your costs low. If your algorithms have to be run on a supercomputer (like weather forecasts, perhaps), that probably means you’ll need expensive specialized hardware. Not surprisingly, the trend these days is towards using more commodity hardware and writing software that can distribute the work across multiple servers, rather than spending a lot of money on an expensive supercomputer that will become obsolete in a few years.
You should know what hardware is required for your analytics work because you’ll need to know whether to put a given solution in the cloud (such as Rackspace or Amazon’s Elastic Computing cloud) or running it on hardware bought, set up, and maintained in-house by your IT department.
In order to scope your hardware needs appropriately, when starting a software (or SaaS) project, here are a few preliminary questions to ask your customer:
Scoping hardware requirements is more complex than this, but these questions are helpful for getting started.2. Understand the Software Development Life Cycle and how Software Works
As Arthur C. Clarke said, “Any sufficiently advanced technology is indistinguishable from magic.” If you showed an iPhone to someone from the 1920s, it might seem like magic to them. But in reality, the iPhone — or any software — starts with a detailed list of requirements. Think of building a skyscraper: you have to have the blueprints before you lay a single steel beam.
Software itself is nothing more than a very specific set of instructions that tells a computer what to do. How would you tell a robot how to get from New York to Los Angeles? Would you start with “Get into a car, and take highway number…?” If so, you’re assuming that the robot knows what a car is, what a highway is, what different highway numbers mean, what your location is, and how to drive. The difference between a “high-level” software language and a “low-level” software language is the amount of detail the human has to work with. In a low-level language, you need to specify more details to the computer, whereas in a “high-level” language, some of the details come pre-built (e.g. the concept of “car” in the traveling robot example). Low-level languages (such as C) tend to run more quickly, because the computer can translate the software to 1’s and 0’s faster, whereas higher level languages (like Python) need some intermediate steps to translate that language into the 1’s and 0’s on the microprocessor — which can takes some time. When you’re making a website about your dog, this doesn’t matter much, but if you’re writing a trading algorithm where microseconds can influence how much money you make, the time to compile the software does matter.
The software development life cycle, often abbreviated SDLC, describes the process for writing software. The stages are fairly analogous to building a house:
Define requirements, write code (“dev”), test it (“QA” or Quality Assurance), and ship it (“prod” or production) are like creating a blueprint, building the house, getting a certificate of habitability, and then someone can live in the house. The dev-QA-prod process is repeated to fix bugs. QA is important because if there is any code in the production environment that hasn’t gone through testing, it might break — just as a 2x4 that hasn’t been factory-tested under pressure might split and break a house wall.
A few notes on databases — this layer is a whole field in itself, but the basic things to know about your customers’ data that will make your database architects happier are:
Stanford has a great online class (Intro to Databases) for more info.
Understanding software architecture is like being able to read blueprint. Some jargon:
Server-side (“fat client”) means software that is designed to run on a more powerful computer (usually a server), which is usually always on and always connected to the Internet. Server-side software languages tend to be called the “backend” since they’re not usually something an end user (like an executive) sees.
Client side (“thin client”) means software that runs on something less powerful, like your laptop. If you wanted to host a website from your laptop, you could — but if you turned off your computer to go out for dinner, the website would cease to exist online because the host computer would be offline, not serving up webpages. Client side software languages tend to be called “front end” because they face the customer — such as a software-as-a-service offering accessed through a browser like Chrome, Firefox, or Internet Explorer.
Like the walls and furniture of a house, there are different parts to software architecture. Most commonly used is a 3-tier architecture consisting of one or more databases, application servers, and web servers. For example, consider a car rental company. The database store the information about the cars that can be rented, all the customers’ names, email addresses, contact info and credit card numbers. The application layer does various operations on the underlying data — such as calculating how much a customer owes on a week-long rental for a luxury car. The web servers take the application and make that information accessible in a password-protected way, online all the time, to customers. It’s a best practice to have more than one server for each layer, so that if one of the servers crashes (Windows users — you know what I mean!), people can still reserve cars through your website and not get an error message.3. Learn to Code
Just as it’s very useful to learn to speak a language before going to another country, it’s very valuable to know how to code if you are a consultant working in Big Data. Similarly, being able to introduce yourself in another language, ask directions, and order from a restaurant means you are significantly ahead of tourists that only speak English. Similarly, even if you don’t know how to write an entire iPhone app or machine learning algorithm, just taking a few introductory courses in Ruby (for example) will put you well ahead of the consultant who only knows PPT and Excel. If you have the time to become fluent in one software language (i.e. Python rather than just Excel), you will understand the nuances of the environment and the software implications of business decisions far better.
That said, PPT and Excel are the bread and butter of traditional consultants. You crunch some numbers and put your findings in a “deck” that executives look at and take action on. However, there is a big difference between running some numbers in Excel and putting findings in PPT and a full SaaS offering, such as Python scripts crunching data in a Hadoop environment with a MySQL database and an Apache Tomcat web server pushing recommendations to a user’s Internet browser.
As anyone who has spent hours perfecting every last detail of a PPT knows, PPT as a presentation layer is highly manual and not scalable. Although Excel macros can automate some processes, even VBA is limited in its ability to crunch large data sets. (Anyone who has ever dealt with a 10MB Excel file knows it can take agonizing minutes to open or save.) When you can crunch data on a server or cluster of servers (which can handle gigabytes, rather than megabytes, of data), you can truly work with Big Data in a scalable way. When your algorithms feed output into a visual layer (such as a website), you don’t need to check every number in your PPT because if the code is written well, Big Data analytics turn into business insights that an executive can get anywhere she has Internet access.
Hadoop is not the only Big Data tool out there, but it’s a good one. It matters because Hadoop is a software environment that enables you to crunch a lot of data relatively cheaply, using commodity hardware, where it doesn’t matter as much if one of your servers crashes because the work can be distributed among the rest of the computing cluster.
Hadoop is best for problems that run well when they are distributed among multiple computers. If the business problem you’re trying to solve uses a regression to predict something, you’re probably better off with a single server rather than a Hadoop cluster. Put simply: you should peel an apple with an apple peeler, not a bazooka. Using the right tool matters.5. Use Data Visualization to Tell a Story that Inspires Action, and Get Clear on UI / UX
Data visualization is about more pie charts and bar graphs or pretty pictures. Good data visualization is about telling a story that leads to action. To paraphrase the rules of journalism, good data visualization shows what happens, when, and to whom — and what actions can be taken to improve business outcomes.
On a related topic, UI = User Interface; UX = User Experience. How people interact with websites should also be as easy as possible. For examples, look at:
- The Amazon.com checkout process (shopping cart)
- The Netflix homepage after you login (recommendations)
- The New York Times main website (for news)
Each of these sites has been fine-tuned to be optimal for a specific user to interact in a specific way (to buy, to watch, to read). Understanding your user and what they want to do — and how to help them get what they want — is the first (of many) considerations in a good UI/UX strategy.6. Use Customer-Facing Communications Skills to Scope Requirements
The basic business communications skills consultants need to know are how to communicate clearly verbally and in writing, including PPT and Excel. But that is only the beginning — and par for the course, not a strategic differentiator — in Big Data analytics. A consultant who knows what the customer wants to see at the end — the website UI instead of a PPT — will be well placed to translate the customer’s data flows into a problem statement and framework that data scientists and software engineers can work with. This role as “business translator” cannot be underestimated. As the saying goes, “Garbage in, garbage out” — software just tells a computer what to do. It can’t guess what the customer wants, if those wants were not specified in the code. So the better the consultant can translate customer needs into software requirements, the better the code and the happier the customer will be.7. Be Able to Do Project Management AND Product Management
In traditional consulting, project management is one thing consultants are expected to do. But in a Big Data world, analytics providers need to “productize” their offerings to be more valuable companies. This is because investors value consulting firms at 1x revenues — you’re only as valuable as last year’s client list — but product firms like Salesforce.com are valued at many multiples of revenues, because the people who use their products have “stickier” licenses for one or more years.
In order to be a good project manager, you have to keep the customer happy. In traditional consulting done with PPT and Excel, any last minute changes merely mean that the analysts and associates have to pull a few all-nighters to meet deadlines. But in a product management setting, last minute changes may mean re-thinking the entire software code; it’s far better to set things up right the first time because thousands of lines of code usually can’t be rewritten AND bug-free in a few nights. Additionally, product management is about building a re-usable tool that multiple customers can use, rather than tailoring all work to one customer’s needs. So “project manager” consultants who are used to doing whatever it takes to keep a customer happy may have a hard time creating a product that multiple customers can use. Transitioning to be a product manager from a project manager can start with learning how to build your own website, re-create Tetris, or otherwise make a tool that multiple people can use, in a software language of your choice.
Lastly, project management in consulting often involves a lot of meetings (and PPT and Excel). Product management involves working more with software engineers and data scientists who build the product according to the specifications (translated from the customer’s needs by a consultant or product manager). If you ever wonder why software engineers keep odd hours, it might be because they want to work in the middle of the night because they know they won’t get asked to join yet another meeting. Because of the nature of software and analytics work, uninterrupted stretches of time are vital to productivity. Smart product managers set aside blocks of time where their engineers and scientists know they will not be interrupted. Agile software development is one methodology which includes daily meetings for 15 minutes, where everyone goes through what they accomplished the day before, what they plan to do that day, and anything blocking them from making progress. Typically held standing up (so people want to leave and to keep the meeting short), agile “scrum” style meetings are an effective way to keep consultants in daily sync with engineers and scientists while maximizing the time the latter can spend working on the code.The Bottom Line
Traditional business consulting skills are important, but the ability to speak and write clearly and create nice Excel and PPT documents are only one layer of the new Big Data consultant skill set. If you look at job sites or LinkedIn postings, the number of “pure strategy” consulting roles are few compared to those involving data science. Consultants who do not learn about hardware, software, data visualization, UI/UX, Hadoop and product management will soon fall behind in the marketplace. Even if you don’t intend to get a PhD in machine learning or build the next Bloomberg terminal, being able to “talk tech” is a great way to become invaluable to any company.
In tech publications today, you regularly see articles on building inclusive work spaces for women and removing the stigmas of “brogrammer” culture. Groups like Move the Dial highlight the institutional barriers women face in their tech careers. Essays like the one published by former Uber software engineer Susan Fowler detailed specific offenses, which brought about swift and dramatic change within some of the world’s biggest tech companies. There are regular series dedicated to training managers on how to not become the next Uber.
For Bridge’s program leaders, the challenge was not about getting more women into the pipeline, but helping them move further through it.
When it comes to technical skills, initiatives often focus on getting more women into the pipeline. The belief is that the earlier you start getting women into STEM (Science, Technology, Engineering, Mathematics), the more likely you are to end up with higher numbers of women in the tech ecosystem. According to the Where is the Dial Now? report by Move the Dial, only 29.6 percent of all women graduates are STEM grads; however, women make up over half of all university graduates. It then makes sense to encourage and motivate girls and women to become interested in STEM.
Some start very early, like Canada Learning Code, which has an arm dedicated to teaching school-aged girls on the basics of code.
For Bridge program leaders Emily Porta and Lindsie Canton, the challenge was not about getting more women into the pipeline, but helping them move further through it.
The program is for women with some work experience in the tech industry, either in design or software development, and a desire to move up in their careers. Initially incubated by Toronto development firm Rangle.io, the Bridge program is an initiative to “give women the tools they need to get better jobs in the tech industry, either at Rangle or another tech-related company.” Porta and Canton are now looking to expand the Bridge program to other tech firms in the community.Building a Bridge, not a bootcamp
Although its look and feel are similar to bootcamp classes, the Bridge program has small cohorts of 10 to 12 people part-time and an explicit community focus that makes it unique.
“We started with software development. The classes are half lecture-based, half project-based,” explained Porta. “Women get to work together in Agile software development teams that lead to an application they can put into production.”
This way, continued Porta, the women are not only performing specific on-the-job actions, but also gaining leadership and teamwork experience that help them develop the professional skills necessary to advance their careers.
Porta is a Scrum Master at Rangle.io, and she put those skills to use founding the original Bridge for Software Developers program. Canton, on the other hand, is a Product Designer, so she spearheaded the inaugural Bridge for Product Designers.
“In the product design program, we employ modern pedagogy and we do a lot of interactive workshops,” Canton said, mentioning that the women get both project-based learning and in-class practice.
The program is also different from a traditional bootcamp in the sense that Bridge focuses on women who have some prior experience, rather than those looking to break into the industry. In addition, Bridge is free for participants, sponsored by the hosting companies as both a recruiting and community building exercise.
“In many ways, we rely on bootcamps because they bring people from non-traditional or non-technical paths,” said Porta. “They take those people from having no skills, or very few skills, to a higher level. And after that is where we come in”
Porta added that Bridge is focused on women in tech not because they can’t find jobs, but because many women in tech struggle to get the job they want, whether that’s a leadership position or just a next-step promotion. With so many organizations focused only on getting people into the pipeline, next-level skill development is often overlooked for folks who don’t have a lot of support or resources coming from their networks. The challenge is worse for women who did not attend more traditional educational institutions.
“It’s much harder and slow-going for women to get the same result as people who have had the privilege of taking more traditional paths,” Porta added. “My initial reason for founding Bridge was frustration around people saying, ‘we’d love to hire her, but…’ and then not having next steps to help people, specifically women, level up.”
Porta’s frustration revolved around how she saw qualified people – women in particular – receive limited resources to help with skill development even though “they have other qualifications.”
According to Move the Dial’s report, 45 percent of entry level tech workers are women, but only 25 percent of senior tech leaders are women, highlighting the need for support to those further down the funnel.
Unlike other diversity and inclusion programs that build networks or offer entry-level workshops for folks from marginalized backgrounds, Bridge was founded with the explicit goal of “helping junior developers and designers become intermediate to position them for immediate hire.”
In order to showcase accomplishments and support graduates, Bridge began giving graduation certificates at the end of 2017, starting with the Bridge for Product Designers beta cohort. In the future, the program will give certificates to all graduates, both for software developers and designers. However, Porta notes that “the students’ accomplishments speak for themselves in their portfolios, code repositories, and in the interview room.”
The need for support is clearly desired by the market. Given the success of, and demand in, the initial cohorts – there have been over 500 applicants for the first three – Porta and Canton are now focused on expanding the program to other companies to help more women.Lead by example
Canton explained that the expansion of Bridge is part of what she sees as a necessary shift to multi-layered diversity and inclusion strategies in tech companies.
In a good diversity and inclusion strategy, she said, the first layer is basic anti-bias training or standard anti-discrimination policies. The second layer, however, is about taking action.
“Companies build individual programs but then don’t build them out.”
For Canton, the first step for individuals looking to take action is educating oneself on the issues, and explicitly recognizing your privileges. She recommends that anyone who wants to make an impact in diversity and inclusion ask themselves tough questions around what their privileges are and what they may have received because of those privileges.
“Whether you are an employee or the CEO, that’s the first step,” Canton said.
When a company makes a decision to move forward, its leadership has to step up to the plate and let the organization know diversity and inclusion are critical. When leadership supports groundswell employee actions, initiatives like Bridge spring to life.
Canadian tech leaders have echoed similar sentiments about the need for leadership to provide support in these circumstances.
“Diversity metrics are important, but it’s time to build better accountability, evaluation, and metrics,” said Dr. Sarah Saska in a BetaKit op-ed. “As the Canadian tech community better harnesses its “spidey senses,” we feel that Canada is well-positioned to develop a leading DIBs [Diversity, Inclusion, and Belonging] standard for the global tech industry.”Don’t reinvent the wheel
Porta and Canton’s goal with Bridge’s expansion is to provide a template that helps organizations get to action faster.
They plan to share the Bridge brand, framework, and system with other companies, so they can sponsor and host their own Bridge programs, building off an already-proven product instead of reinventing the wheel.
Encouraging leadership to step up is often the rallying cry of any organizational change, but one of the issues that plagues diversity and inclusion-focused initiatives is the lack of traction beyond the organization that founded them.
“We see some people creating good programs, but they are often under lock and key,” Porta said. “Companies build individual programs but then don’t build them out. They are not taking the next step to make a community initiative.”
While it’s not a bad thing that organizational diversity and inclusion initiatives help the company that founded them, Porta noted that it’s important to focus on the community you are helping from day one. This means individuals may end up working for other organizations, but Porta and Canton believe the net effect is more positive for the community at large.
“At Bridge, we teach a lot of things that we use at Rangle,” Porta said. “But these are also fundamental skills that can be taken to other jobs. So even if cohort participants don’t get hired at Rangle, they will be happier in their new job or more successful in their current job.”
Applications are currently closed for the next Bridge for Software Developers cohort, but their applications page indicates to follow Bridge on Twitter, Facebook, and Instagram for updates.
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