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250-400 - Administration of Altiris Client(R) Management Suite 7.0 - Dump Information

Vendor : Symantec
Exam Code : 250-400
Exam Name : Administration of Altiris Client(R) Management Suite 7.0
Questions and Answers : 185 Q & A
Updated On : April 19, 2019
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250-400 Questions and Answers

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250-400 Administration of Altiris Client(R) Management Suite 7.0

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250-400 exam Dumps Source : Administration of Altiris Client(R) Management Suite 7.0

Test Code : 250-400
Test Name : Administration of Altiris Client(R) Management Suite 7.0
Vendor Name : Symantec
Q&A : 185 Real Questions

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Symantec Administration of Altiris Client(R)

Symantec nevertheless Reviewing Altiris Unit, partners doubtful On Future | Real Questions and Pass4sure dumps

Symantec remains reviewing its Altiris endpoint administration platform after making an attempt to sell it outright but failing to discover a suitor, CRN has realized.

The Mountain View, Calif.-primarily based business had been cutting back the visibility of the Altiris platform and reportedly changed into looking it final year while former CEO Steve Bennett was overhauling inner earnings and product administration groups. Symantec executives printed a ancient breakup of the company ultimate week with plans to spin off the storage and statistics administration items and the safety business into separate publicly traded companies, beneath new CEO Michael Brown, Symantec's new protection company would include its Norton endpoint and mobile security application, its encryption, SSL certificates and authentication, records loss prevention and managed security capabilities.

Symantec obtained Altiris for $830 million in 2007 and has further developed the client management suite with extra management equipment, together with aid for virtual computers, laptops and cell contraptions. safety specialists say the platform, designed for configuration management, provisioning and monitoring customers and servers, neither matches into its safety company nor its records management company.

[Related: Symantec COO: Partners Will Benefit From Breakup]

shoppers say they're frequently glad with Altiris but are seeking for some modernization of the platform that could place it extra solidly towards aggressive systems. research enterprise Gartner has lengthy named Altiris a market chief for IT existence-cycle administration, which includes customer, server administration and asset management. The platform had suffered some balance concerns and valued clientele and longtime Altiris companions have been questioning Symantec's commitment to the product. Gartner and other analysis enterprises word that valued clientele are giving more recent systems a glance, including these from Absolute utility, Dell Kace, IBM-BigFix, Kaseya, Landesk or Microsoft ConfigManager, which contains a SaaS offering.

agencies can improvement by way of improving efficiency and being proactive about methods configuration, referred to Andrew Sherman, security practice lead at Eden applied sciences, a new York-based mostly protection consultancy and Symantec associate. Sherman noted he's confident about the Symantec breakup and referred to it may permit the business to construct out a extra integrated portfolio and foster greater innovation in threat detection and analytics.

"I’m a kind of guys of the opinion that amazing methods management is standard to good security, however Altiris has no longer been historically bought as a safety product," Sherman referred to. "The capability to roll out security on the endpoint is stronger with the aid of its presence out there within the ambiance or an extra programs management platform."

Symantec partners are meeting in Phoenix this week to hear about how their company can be impacted via the enterprise's breakup. Symantec COO Stephen Gillett told CRN that the business become dedicated to the current channel software in the course of the end of 2015. Gillett talked about there can be "no large exhibit on alternate of method," at the accomplice summit this week however he would now not commit to each enterprise's income method or channel dedication when the break up is completed subsequent yr.

partners with full safety practices or with groups that sell the enterprise's storage and statistics administration items are optimistic concerning the breakup. different longtime partners who have bought from both sides of the portfolio say the stream might put the enterprise's channel approach in jeopardy.

"My intestine tells me this is a shortsighted determination to appease the market," spoke of one accomplice who declined to be identified. "This might also explain why Symantec has made fresh changes to the accomplice application which are making things greater difficult for us as a partners. we have all [the required] abilities but they raised earnings requirements and that reduces our pricing potential."

Symantec's closing ManageFusion conference become filled with excessive points | Real Questions and Pass4sure dumps

Marking the end of an period, Symantec held its final-ever ManageFusion consumer conference in early March. This convention can be rolled into Symantec's different user conferences in the future. meanwhile, there were lots of excessive aspects at ManageFusion, together with the long-awaited conventional availability of Altiris client management Suite 7.0 and Altiris Server management Suite 7.0. read what else transpired and study cool new applied sciences in building.

I’ve lately returned from my third go back and forth to a Symantec ManageFusion convention. I figure it’s vital for me to maintain tabs on what the realm’s fourth largest application company is doing. Let me share my go back and forth file with you. There’s lots of pleasing progress and news popping out of this conference.

First and most efficient, Symantec COO Enrique Salem introduced that Altiris customer administration Suite 7.0 and Altiris Server administration Suite 7.0 are each commonly available now. Symantec has been speaking about these products for more than a year. The unencumber became delayed a few times “until we received it appropriate,” in accordance with Salem. He says they’ve been using the items internally on greater than 7,000 customer instruments in addition to on the company’s servers for a lot of months and they are confident within the products’ capabilities.

one of the beta testers, the Meijer supercenter retailer, has been the usage of Altiris 7.0 on more than 10,500 desktops and 1,000 servers. Dave Durkee, a know-how specialist within the IT branch at Meijer, gives Altiris 7.0 glowing remarks. He says the huge workflow automation built into the administration products offers him the potential to “do greater with much less” – a typical phrase repeated throughout ManageFusion. Durkee additionally praises the enhanced handling of software inventory in the client suite. This makes it more convenient for his harried team to do software metering and to make updates to put in functions.

To learn greater in regards to the Altiris 7.0 products, examine the availability announcement from Symantec and Kathleen Lau’s summary of what’s new within the items.

Dell is displaying its confidence within the Altiris Server administration Suite through asserting that each new Dell server will ship with the Altiris utility pre-put in. Laurie Tolson, vice chairman of methods administration at Dell, made the announcement all over the primary day keynote session, asserting the flow will provide purchasers a sooner time to deployment. Steve Morton, Symantec vice president of Product administration, acknowledged that Dell had a hand in helping to improve the server management utility by significantly checking out the software and featuring remarks to Symantec alongside the manner.

In a small roundtable session, Salem noted workflow being “a significant development in Symantec know-how.” The workflow expertise, which turned into received from T-common sense greater than a year ago, is now absolutely built-in into the Altiris administration products as well as other Symantec products to vastly increase the automation of projects.

here’s one illustration of how workflow might support to automate facts security. Say an inside user is making an attempt to reproduction some sensitive statistics to a USB pressure. The Symantec data Loss Prevention utility detects this motion and determines that it’s towards enterprise policy. The DLP software triggers an alert that tells the client management application to quickly disable the USB port. If the sensitive data is coming from a community pressure, an extra automatic task might drop the user’s network connection. No human intervention would be vital in any of those steps to protect vital facts.

Salem says that third celebration builders are also building workflow templates to help automated tasks. It’s all part of the “do greater with much less” mantra.

in the roundtable dialogue, Salem additionally talked of Symantec’s SaaS offerings. “each quarter, each year, you’ll see extra SaaS choices from us,” noted Salem. He pointed to the latest illustration of the Symantec insurance policy network, a service that offers backup and restoration, facts storage, and faraway entry to small and medium-sized organizations. The 2008 acquisition of MessageLabs is expected to boost Symantec’s efforts to convey on-line services for messaging and web security.

And speakme of the integration of acquired items, that become a resounding theme I picked up on at ManageFusion. Symantec is making first rate progress on incorporating the a lot of applied sciences it has bought in the past few years into mainstream products. a good instance of this integration is the brand new Endpoint Virtualization Suite introduced in February, which brings together technologies received from Altiris, AppStream and nSuite.

When requested if there can be more acquisitions down the road, Salem hinted that Symantec may well be looking to fill just a few holes in the portfolio. “We see opportunities in the DLP space, specially in categorizing assistance so it may also be prioritized, and in the discovery of counsel,” said Salem.

but Symantec does more than acquire technology; on occasion it's developed in-house. At a private Innovation showcase, Symantec mentioned three technologies in building, either within the R&D lab or the business’s own incubator. Attendees got a first look at virtualization-primarily based endpoint security, dubbed VIBES; attractiveness-primarily based protection called DeepClean; and GoEverywhere, a at ease online workspace.

Developed within the Symantec R&D lab, VIBES transparently sets up assorted isolated digital execution environments, every with its own degree of have confidence. This new strategy improves browser protection through enabling users to seamlessly use diverse digital execution environments to perform diverse web transactions. The three digital execution environments in the current VIBES prototype are:

• The “person” virtual machine is where general everyday actions are performed.

• The “relied on” virtual computing device is where depended on operations corresponding to entering delicate credential suggestions are carried out.

• The “Playground” digital computer is where greater adventurous, untrusted activities are carried out, akin to travelling unknown internet websites or downloading unknown functions.

What’s pleasing about VIBES is that the consumer doesn’t deserve to do anything else to alternate from one digital environment to a different. The application detects what the consumer is doing and assigns the stage of have confidence instantly, shifting him from one VM to a further as crucial. He can see the shift because of an on-reveal icon, however he doesn’t deserve to do anything to trade the have confidence stage.

one other technology in the R&D lab is DeepClean, a attractiveness-based mostly whitelisting know-how designed to assist customers verify their risks and exposure to abruptly emerging threats as new malware continues acting at extraordinary frequency. DeepClean leverages and extends Symantec’s global Intelligence network for building and maintaining a genuine, complete whitelist and file/company reputations. DeepClean employs whitelisting and recognition analysis and supplements existing approaches comparable to signatures, heuristics and blacklists to detect these days’s rising cyber web threats and focused assault forms. This know-how was architected to tackle the size and velocity requirements crucial to be used in commercial enterprise environments with minimal administrative effort.

in the beta stage today, Symantec GoEverywhere is a cozy online workspace that allows for users to access their internet functions every time, anyplace, the usage of most any machine enabled with an internet browser. it is focused to individuals and small groups. Developed in Symantec’s new enterprise incubator, GoEverywhere incorporates next era very own cloud computing and web 2.0 concepts to boost clients’ choices of how they need to create, entry and keep guidance. in case you’d want to join the beta trial, consult with

For extra tips on what took place at ManageFusion, seek advice from the convention press middle to view video clips, read blog postings and study greater in regards to the product announcements.

join the network World communities on fb and LinkedIn to touch upon subject matters that are good of mind.

SaltStack Expands leadership team to pressure intelligent Orchestration into the software-defined records center | Real Questions and Pass4sure dumps

SALT LAKE metropolis, Dec 06, 2016 (GLOBE NEWSWIRE via COMTEX) --

SaltStack(R), the creator of clever orchestration utility for the utility-defined information center, today introduced strategic enlargement of the SaltStack executive crew naming Mike Samuelian as SaltStack senior vice president of global earnings and strategic alliances, and Alex Peay as SaltStack vice president of product. These govt group additions come together with the appointment of Greg Butterfield to the SaltStack board of administrators.

SaltStack names Mike Samuelian as senior vp of worldwide revenue and strategic alliances. Alex Peay is named the SaltStack vp of product. SaltStack appoints Greg Butterfield to board of directors.

pictures accompanying this announcement are available at:

These new appointments will support SaltStack meet huge demand experienced with the contemporary unencumber of SaltStack business 5.0, the most titanic and differentiated liberate of SaltStack utility and the business's first clever orchestration platform for the utility-defined information core. SaltStack commercial enterprise 5.0 is extra scalable and usable than ever offering business-grade orchestration and automation for adventure-driven configuration administration, cloud and container manage, and infrastructure audit and compliance.

Marc Chenn, SaltStack CEO and co-founder, pointed out, "The addition of Mike, Alex and Greg to the SaltStack crew comes at a key time in the evolution of our company. The popularity of the Salt open supply assignment has been mirrored by means of staggering customer demand for SaltStack enterprise 5.0. The SaltStack group, now supplemented with the aid of the talent and adventure of these newly appointed programs management industry veterans, is able to trade the IT panorama again utilising the vigor of the primary intelligent orchestration platform for the application-described facts middle."

Mike Samuelian joins SaltStack with a long time of business utility income and earnings management experience most principally as the vp of global earnings for Altiris and the Altiris company unit of Symantec from 2000 via 2008. With Altiris, Samuelian grew a world earnings force to drive revenues exponentially from $three million to greater than $300 million. Samuelian was instrumental to the successful 2002 Altiris IPO and thru the Symantec acquisition of Altiris in 2007 for more than $1 billion. ahead of becoming a member of Altiris, Samuelian was the director of strategic alliances at Legato techniques. before joining Legato Mike became chargeable for setting up Vinca's international income division which eventually accounted for 40 % of the enterprise's revenue.

Alex Peay joins SaltStack with 15 years of journey in business product administration and utility construction while working for both small and large application organizations. Peay joins SaltStack from Domo where he led product management for the Domo statistics Pipeline. in advance of Domo Peay managed product for the IBM SmartCloud portfolio which protected a couple of IBM Tivoli and IBM Cloud and Smarter Infrastructure items. Peay is a champion of open applied sciences and led construction of IBM products on the OpenStack platform. Peay holds a masters of business administration from the college of North Carolina.

Greg Butterfield has been a a success tech-industry chief for many years together with more than 25 years of executive-level journey in business techniques management utility. Butterfield served because the CEO, president and chairman of Altiris for essentially a decade constructing the company into a pacesetter in the IT lifecycle and infrastructure administration market whereas using the company to a successful IPO and eventual acquisition by using Symantec. Butterfield also held government income positions with Legato systems, Vinca, Novell and WordPerfect. Butterfield most currently served as the CEO of Vivint solar and serves in an ongoing advisory capability with groups like MaritzCX, Numetric, Venafi and others. Butterfield holds a bachelor of science diploma in enterprise administration and finance from Brigham young school.

About SaltStackSaltStack develops the handiest systems management utility product to encompass clever orchestration of the utility-defined records center. SaltStack is used by commercial enterprise IT operators and DevOps engineers for adventure-pushed configuration of complex facts core infrastructure and functions, cloud administration, container orchestration, and automated gadget safety compliance. The SaltStack commercial enterprise product line is built on Salt open supply and makes the energy of Salt much more scalable, comfortable and usable by means of the SaltStack commercial enterprise API. SaltStack won the 2014 best of VMworld Gold Award, gained an InfoWorld 2014 know-how of the yr Award, turned into named a Gartner 2013 Cool dealer in DevOps, and was included on the GitHub Octoverse checklist for 2012 and 2013 as some of the greatest, most-lively open source tasks on earth. For more tips, please discuss with

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Administration of Altiris Client(R) Management Suite 7.0

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Building the Billion Dollar Database: Microsoft SQL Server Climbs to New Heights | real questions and Pass4sure dumps

REDMOND, Wash., June 28, 2001 — In an intensely competitive business world where only the strong survive, what is the ultimate measure of success? Rave reviews in the media? They’re nice. Reports that customers are switching from a rival company’s offering to your product? Not bad.

How about this: News that your product has reached $1 billion in annual sales? Now that’s a milestone worth celebrating. Ask Steve Murchie he’s Microsoft’s group product manager for SQL Server Marketing, and Microsoft SQL Server has joined the ranks of products that rake in more than $1 billion a year. That puts SQL Server in elite company. After all, not many companies can even boast of total sales greater than $1 billion a year.

“Is hitting $1 billion significant?” Murchie asks. “Absolutely. There just aren’t that many products in this business — whether you’re talking about Microsoft or the software industry as a whole — that have achieved that level of revenue. We’re elated at hitting this milestone.”

Elated, but not surprised. Since the release of SQL Server 7.0 in late 1998, Microsoft has played an increasingly important role in the highly volatile and fast-expanding market for enterprise relational database management systems — databases designed and built to help companies store and utilize massive large amounts of critical corporate data. And when SQL Server 2000 became available last summer, Microsoft cemented its position as a leading vendor of enterprise-class database software.

“It was definitely in our plan to hit $1 billion in this year,” Murchie says. “And we never had any doubts that we would reach that milestone.”

If Murchie sounds confident, a look at the number reveals why. According to estimates from Dataquest, SQL Server revenue stood at about $350 million in 1998. A year later, that figure had jumped to more than $600 million. Last year, SQL Server was fast approaching the $900 million mark. When a product enjoys year-to-year growth rates of nearly 50 percent, it’s hard to blame someone for their confidence.

It wasn’t always that way with the SQL Server group. When Murchie came to Microsoft four years ago to join the SQL Server team, most industry observers would have laughed at the notion that Microsoft SQL Server might someday be a billion-dollar-a-year product.

“When I first started, we were still shipping SQL Server 6.5,” Murchie remembers. “Those were challenging times. We couldn’t quite compete with the leaders in the industry back then on scalability or reliability. Oracle was constantly berating us for missing features, and it was pretty hard to respond. Now we own most of the major benchmarks, we’re the most popular Web database, and we deliver great uptime. The quality of SQL Server speaks for itself.

“But,” he adds, “it was a pretty long road getting here.”

A long road indeed. The story of Microsoft SQL Server stretches back beyond the mid-1990s and the release of SQL Server 6.5. In fact, Microsoft didn’t build the first version of SQL Server, and it didn’t run on Microsoft Windows. It was built by Sybase, and ran on the IBM OS/2 platform. The earliest history of Microsoft SQL Server extends back to 1986, when Microsoft entered into talks with Sybase to discuss licensing DataServer, a database product built to run on UNIX computers.

Those talks led to a product called Ashton-Tate/Microsoft SQL Server 1.0, which shipped in May of 1989. Back then, Ashton-Tate was the unquestioned leader in the PC database world. Ashton-Tate/Microsoft SQL Server 1.0 was an adaptation of Sybase’s DataServer for UNIX, to be marketed by Ashton-Tate and Microsoft for the OS/2 market.

Ashton-Tate/Microsoft SQL Server 1.0 got off to a slow start. OS/2 was not the big seller everyone had expected it to be, and in early 1990, Ashton-Tate was struggling to survive. By the summer of 1990, Microsoft and Sybase had terminated the marketing agreement with Ashton-Tate and were ready to ship a new version of the product, simply called Microsoft SQL Server 1.1. In addition to a number of bug fixes, version 1.1 included an important new feature — support for Windows 3.0, which had shipped in May of 1990.

In those days, Microsoft played a limited role in the development of SQL Server. As described in the book ” Inside Microsoft SQL Server 2000 ,” Microsoft provided client software and utilities, programming libraries and administration tools in SQL Server 1.1. The core SQL Server engine, however, was still produced entirely by Sybase. Microsoft developers didn’t even have access to the source code, and any requests for changes — even simple bug fixes — had to go to the SQL Server team at Sybase.

Even so, says Stan Sorensen, director .NET Enterprise Server marketing at Microsoft, the relationship with Sybase was critical. “That partnership launched us into the market,” he says, “and it gave us a code base and a product line that we could build on.”

Changes in the Industry

In early 1991, a couple of important factors were working together to shake up the computer industry — OS/2 was a failure and Windows 3.0 was a runaway success. By May, Microsoft and IBM announced that they would no longer work together on the development of OS/2. Instead, Microsoft was devoting its energies to a new operating system, code-named “NT.” Meanwhile, the SQL Server teams at Microsoft and Sybase were working on a new version of Microsoft SQL Server, to be called SQL Server 4.2, which would put it in sync with the Sybase’s latest DataServer release for UNIX, version 4.2. By then, Microsoft’s SQL Server developers were on much more equal footing with their counterparts at Sybase. Released in May of 1992, the new 32-bit version of SQL Server was built to run on OS/2 2.0 — which had yet to ship — as well as Windows 3.0.

Developers at Microsoft immediately switched their attention to a version of SQL Server that would be compatible with the upcoming release of Microsoft Windows NT. Meanwhile, developers at Sybase were focused on creating an entirely new version of their DataServer, called System 10. The new release of Microsoft SQL Server, which shipped in August 1993, a month after the release of Microsoft Windows NT 3.1, was called Microsoft SQL Server for Windows NT. Although it had been substantially rewritten to work smoothly with Windows NT and offered some enhanced management and networking features, the new edition was essentially identical to SQL Server 4.2 — the goal had been to provide a feature-complete version of SQL Server for the new operating system.

SQL Server for NT was a significant success. Tight integration with Windows NT made SQL Server easier to use than any high-end database ever produced, which meant that for the first time, Microsoft had a database that could begin to compete with products designed to run on UNIX. By the end of 1993, the relationship between Microsoft and Sybase was becoming increasingly problematic as the two companies found themselves competing for the same customers. In April of 1994, the five-year-old joint development agreement between the two companies was terminated.

In the wake of the end of the Microsoft-Sybase partnership, the Microsoft SQL development team — which had grown to include more than 50 developers — shifted attention to an ambitious new release that would offer significant improvements in both features and functionality. By most accounts, the results were promising. “Microsoft may finally be gaining credibility as a supplier of enterprise-capable database technology,” reported Information Week in October of 1995, three months after Microsoft SQL Server 6.0 hit the market. Less than 10 months later, SQL Server 6.5 was released to manufacturing.

A Rapidly Growing Market and a New Beginning

That was a key period for both the Microsoft SQL Server team and the database market as a whole. “SQL Server 6.5 just didn’t do that well on key benchmarks,” Sorensen remembers. “For example, we just couldn’t offer the scalability and reliability needed to handle a medium- to large-sized company’s entire human resources system. So we took a long hard look at the market, stopped what we were doing, and decided to start all over again.”

The market they looked at — database sales on the Windows NT platform — was in the midst of explosive growth. Worth just $180 million total in 1995, it had jumped to $1.5 billion a year later, according to Dataquest. (The UNIX market had grown from $2 billion to $2.5 billion.) Overall, Oracle was king of the hill, controlling 25.5 percent of database sales, with IBM second at 22.5 percent and Microsoft third, with 11.5 percent.

Step one was a concerted effort to recruit the world’s leading database development talent. The results were spectacular. Jim Gray, Dave Lomet, and Phil Bernstein — three true pioneers in the field — joined the group. Meanwhile, when DEC sold its database product to Oracle, Microsoft hired many of DEC’s top database developers.

The new team had one overarching goal as they mapped out the next version of SQL Server — to entirely re-architect the database engine so that it would scale as much as the users wanted it to. That meant building in the capability to take advantage of the ever-faster processors and ever-increasing memory capacity of modern servers. It also meant adding a host of critical new features, including full row-level locking and a new query processor that could efficiently handle“ad hoc”queries — a requirement when dealing with data warehouses and Internet-based applications.

It took almost three years, but when Microsoft SQL Server 7.0 was announced at COMDEX on November 16, 1998, more than a dozen major corporations — including Pennzoil, HarperCollins,, and CBS SportsLine — were already in full production with a wide range of mission-critical enterprise applications based on the new product.

“The release of SQL Server 7.0 was a big turning point,” Murchie says. “We touched every part of the product, and added critical features like row-level locking and new levels of self-tuning and self-management. We also built in OLAP capabilities. A huge number of independent software vendors signed up to work with us as a result, many of whom hadn’t looked at SQL Server 6.5 because of some of its limits.”

SQL Server 7.0 quickly earned rave reviews in the press. “SQL Server is a part of the platform that makes data warehouse and business intelligence much more accessible to customers,” reported VarBusiness . “SQL Server 7.0 out of the box contains a robust set of widely supported services and technologies unmatched by Oracle8i, Oracle Data Mart Suite or Oracle Warehouse Builder.”

“There’s no doubt that SQL Server 7.0 is faster and more scalable,” added Information Week .

The results showed up almost immediately in SQL Server’s sales figures. According to the Giga Information Group, Microsoft SQL Server 7.0 enjoyed an astonishing 60 percent sales increase in 1999 compared with 1998. Oracle’s growth on the Windows NT platform, meanwhile, slipped from 47 percent in 1998 to just 15 percent in 1999. By the end of 1999, Microsoft had whittled Oracle’s lead in the NT market to a narrow three percent, with Oracle controlling 39 percent of the database market for Windows NT (down from 46 percent in the year before), while Microsoft clocked in at 36 percent.

The March to $1 Billion

Success continued to mount in 2000. Sales of SQL Server for the year reached $894 million, according to DataQuest, up from $618 million in 1999, and SQL Server 7.0 began to obtain key benchmarks. More and more major enterprises were finding that SQL Server was not only significantly less costly than products offered by any other vendor, but was also more powerful and more reliable.

Meanwhile, work on the next version of SQL Server was moving forward. Originally intended as an upgrade of SQL Server 7.0, the decision was made to go ahead with a full-blown major release that would offer important new features, including native XML capabilities, indexed views and support for distributed partitioned views. The development team announced that they were aiming for at least a 20 percent increase in performance in every measurable area of the product.

In February 2000, a beta version of the new edition, eventually known as SQL Server 2000, went through a series benchmark tests. Among the results was a set of records on the important Transaction Processing Performance Council’s TPC-C benchmark, which demonstrated clearly that Microsoft SQL Server 2000 offered the industry’s best price-to-performance ratio on clustered hardware. At the same time, SQL Server 2000 recorded a 48 percent improvement on the SAP R/3 Sales and Distribution benchmark.

When the finished version SQL Server was ready for release on August 7, 2000, it was already clear that SQL Server 2000 was going to be a success. According to an announcement from Microsoft, more than 100 important enterprise customers were prepared to go live with SQL Server 2000 within three months of the initial release date. In the months that followed, leading companies ranging from Credit Suisse First Boston to to announced that they were switching to SQL Server 2000. In February, SQL Server 2000 was named the Datamation Product of the Year for Data Warehousing and Business Intelligence. More recently, Microsoft announced that SQL Server is running Verizon’s nine-terabyte ordering, billing and repair system.

The success of SQL Server 2000 paved the way for the next two important milestones: leadership in the Windows database market and $1 billion in annual sales. The first milestone was achieved before the end of 2000, according to Gartner Dataquest, which reported on May 23 that SQL Server accounted for 38 percent of new database license sales on the Windows Server platform that year, compared with 37 percent for Oracle.

That, coupled with the runaway growth rate of SQL Server, which saw sales increase more than 45 percent in 2000, gave Steve Murchie confidence that SQL Server 2000 would hit $1 billion in sales this year.

“SQL Server has always been the leader for ease-of-use, support and manageability,” Murchie says. “Now we’ve built in all of the enterprise capabilities that are essential for companies running big transaction systems and massive data warehousing applications. It’s paid off. Today we’re the number one database in the NT market.”

“We’ve succeeded because we never wavered from our most important goal — to do right by our customers,” Stan Sorensen adds. “We never got distracted by trying to chase after the latest and greatest market, which is what happened to our competitors. That’s why their sales are essentially flat while we’re continuing to grow, and grow big.”

So what do you do for your next trick if you manage a product that’s gone from zero to $1 billion in less than 10 years?

“If you think about it, it’s really only been six or seven years since we took over development of SQL Server from Sybase, so that’s pretty tremendous growth,” Murchie says. “And we’re excited about our next version, which is codenamed Yukon, because of the opportunities it offers for expanding the scope and value of databases. But for the moment, we’re pleased to let the success of SQL Server 2000 speak for itself. I’m happy that we can just keep our heads down and quietly go about the work of continuing to build the world’s best database product.”

10 management companies to watch | real questions and Pass4sure dumps

BMC, CA, HP and IBM had better watch their backs.

"It is the right time for a more unified, easier-to-use management solution," says Robert Abbott, a principal with venture capitalist firm Norwest Venture Partners, which has invested in such start-ups as Kace. "Enterprise networks and data centers are so complex and fragmented that IT professionals need to reduce the time spent managing devices, servers and desktops. They want simplicity in their management environment today," he says.

A group of start-ups intend to revamp the current landscape of network, systems and application management tools with easy-to-deploy, low-cost -- in some cases, free -- products that can address more quickly the most pressing issues of today's IT managers. Despite the race among the management heavyweights to fill holes in their product suites through acquisitions, newcomers are stealing the spotlight with software and appliances that reduce manual labor, speed problem resolution and simply make it easier to manage networks of all sizes.

"Eighty percent of what large enterprise spend in IT goes toward maintaining and operating the current infrastructure, rather then investing in new projects," says Stephen Bowsher, general partner at InterWest Partners, a venture capitalist firm that has invested in Symphoniq, for one. "Venture capitalists go where the dollars go, and it's clear people are still spending on management technologies."

Here are 10 management companies topping our list as ones to watch:


Founded: March 1999 Richmond Hill, Ontario, Canada Gerry Smith, president and CEO, previously with Compuware and ChangePoint. $5 million investment from EdgeStone Capital Venture Fund II in February 2006.




What does the company offer?

CiRBA's DCI (Data Center Intelligence) software detects detailed configurations, changes and differences across heterogeneous environments; stores them in a central repository; and lets network managers analyze empirical data to identify risks, problems, and optimization opportunities.

Why is it worth watching?

As interest in data center consolidation continues to rise, enterprise IT managers could look to CiRBA for a tool that accurately inventories their systems, those systems' utilization, and changes to the systems and the impact on performance and availability.

How did the company get its start?

Founded in 1999 to help data center operations managers "get a handle" on their environments.

Where did the company get its name?

CiRBA loosely translates to configuration item request broker architecture, a play on CORBA.

Who's using the product today? CiRBA lists Aetna, Bell Mobility (a division of Bell Canada), Interac, Lawrence Berkeley National Laboratory, Rogers Wireless and TD Bank Financial Group among its customers.


Founded: February 2005 Austin, Texas CEO Steven Smith, previously CTO of Tonic Software (acquired by Altiris Software) and senior vice president of R&D at Neon Systems. $2.95 million investment from Austin Ventures in October 2005; currently securing second-round financing.




What does the company offer?

FiveRuns Systems Management uses a software-as-a-service delivery model and monitors systems running Apache, JBoss, Linux, Macintosh OS X, Microsoft Windows, MySQL, Sun Solaris and Tomcat. Customers download client software, and FiveRuns hosts the management server at its data center.

Why is it worth watching?

At $60 per server, per month regardless of the number of CPUs or applications running on the server, the price may be right for customers who want to offload the task of monitoring and get started quickly.

"It's really an instant-results thing for customers," says Gary Chen, an analyst with Yankee Group.

How did the company get its start?

Smith saw a gap in the "stagnant" market to which the "big players couldn't scale down," and an opportunity to build a hosted service for small and midsize business (SMB) customers to monitor critical IT elements.

Where did the company get its name?

FiveRuns is the name of a creek in southern Alabama where Smith and his father used to fish.

Who's using the product today?

The company kicked off a beta program earlier this year, in which 1,500 potential customers downloaded the software, and invited 300 active testers into the program.


Founded: February 2003 Mountain View, Calif. CEO and co-founder Rob Meinhardt previously worked as a principal with R.B. Webber & Company (RBW), a strategic management consulting firm. $8 million from Norwest Venture Partners in May 2005; $3 million from Sigma Partners in July 2005.




What does the company offer?

KBOX IT Management Suite, which is software packaged as an appliance for easy installation and maintenance. It targets company departments or SMBs. The initial appliance family automates daily tasks on servers, desktops, laptops, routers, switches and printers; a second product set performs provisioning.

Why is it worth watching?

Peter Solvik, managing director of Sigma Partners and former senior vice president and CIO of Cisco, sits on the board of directors. Norwest Venture Partners' Abbott says, "The fact that Kace delivers its products as appliances is unique, and the company has reached a critical mass of customers."

How did the company get its start?

Meinhardt saw an opportunity to serve the SMB market with automated network and systems management software delivered as an easy-to-install appliance.

How did the company get its name?

Meinhardt and Marty Kacin, co-founder, president and CTO, wanted a four-letter URL, and played off the latter's name.

Who's using the product today?

Kace lists the California Department of Housing and Community Development, Coinstar, New England Motor Freight and Freedom Mortgage among its customers.

Klir Technologies

Founded: November 2000 Seattle Co-founder and CEO James Maiocco previously worked as a corporate technology and business attorney. $8.7 million from Ignition Partners and MK Capital in June 2005; $3.2 million from several angel investors.




What does the company offer?

Klir Analytics, hosted IT management software delivered as a monthly subscription service. It also just announced a free version of its entry level product.

Why is it worth watching?

The company is partnering with vendors and industry analyst firms and using Web 2.0 technologies to subsidize the cost of its software, making it available for free to customers managing a maximum of 25 devices.

How did the company get its start?

Founders acted on the opportunity to deliver software-as-a-service and provide a product to address the majority of IT management issues without expense and labor upfront.

How did the company get its name?

Klir is the phonetic spelling of the word clear.

Who's using the product today?

Klir lists CACI, ISI and Planet Beach among its customers.

Persystent Technologies

Founded: February 2002

Location: Tampa, Fla.

Management: President and CEO Ray Weadlock, previously served as CEO of Fortress Technologies.

Funding: $7 million in Series B round of funding, led by Valhalla Partners; $1.6 million in Series A funding by Inflexion Partners, Tall Oaks Capital and Village Ventures.

What does the company offer?

Persystent Enterprise software automatically resolves system issues with every PC boot, reducing the need for IT staff to visit desktops. It operates before the operating system loads on a client machine, after the machine loads its basic input/output system. The company says it works transparently to the end user.

Why is it worth watching?

"Customer service is an invisible monster; it can make you or it can break you," says Dick Hamann, vice president of IT and resources and CIO of Seminole Community College, outside Orlando, Fla. Tapping an automated feature that lets him shut down PCs after-hours is saving Hamann some "$65,000 per year in utility bills alone."

How did the company get its start?

While company founders were working on a problem for Compaq, they noticed desktop support requirements took up too much time and they created ways to reduce the manual efforts.

How did the company get its name?

A play on the company's value proposition, for instance, persistent performance, availability and compliance of enterprise desktops.

Who's using the product today?

Persystent lists Seminole Community College and Tennant Company among its customers.

Q1 Labs

Founded: February 2001 Waltham, Mass. CEO Shaun McConnon, previously served as CEO of Okena (acquired by Cisco) and Raptor Systems. $4 million in initial funding from BDC Venture Capital and New Brunswick Investment Management; $14.4 million in Series B funding led by Polaris Venture Partners and Menlo Ventures in November 2003; an additional $11 million from existing investors and new investor Globespan Capital Partners in June 2004.




What does the company offer?

Its QRadar -- the radar in QRadar stands for real-time anomaly detection and resolution -- network behavior analysis system detects and responds to anomalous network behavior; builds real-time network-asset profiles and correlates events from enterprise security products.

Why is it worth watching?

Network behavior analysis software is the next wave of security tools that couple traffic monitoring and analysis with intelligence on known and unknown threats to better secure internal networks.

How did the company get its start?

Three technical experts, and later Q1 Labs founders, from the University of New Brunswick solved UNB’s security problem by inventing new technology to reduce the number of hostile attacks on UNB’s computer network.

How did the company get its name?

The founders turned for inspiration to the place that turned out the "coolest technical gear on the planet": the laboratories of Q, who armed James Bond with the tools and equipment he needed to survive in a hostile environment.

Who's using the product today?

Q1 Labs lists Borgess Health Alliance, Cornell University, Harvard University, NASA and the U.S. Army among its customers.


Founded: January 2006 Austin, Texas CEO Scott Abel, previously co-founded MotiveFunding: $5 million in Series A round of funding led by Austin Ventures in June 2006.



What does the company offer?

Spiceworks IT Desktop software, free for download, manages networks with as many as 250 devices, providing inventory, status and monitoring data on network systems, without requiring IT managers to distribute agents to managed devices.

Why is it worth watching?

The bulk of its revenue will come from the clickable ads featured in its IT Desktop console program. Users get the software for free if they tolerate such adware.

How did the company get its start?

Founders believed that existing tools provided more than IT managers needed to solve a majority of their daily problems, so they researched the market and decided to couple management capabilities with a Web 2.0, community-like application.

How did the company get its name?

The founders viewed the network and systems management market as an area that "desperately needed spicing up."

Who's using the product today?

About 5,000 users in 80 countries have downloaded and participated in an beta-testing program over the summer, among them are such companies as Nanocoolers and Pluck.


Founded: The three founders joined forces in October 2002 and incorporated the company as Splunk in November 2004. San Francisco Michael Baum, co-founder and chief executive splunker, previously a co-founder of Collation, acquired by IBM's Tivoli software, Arthas, acquired by Yahoo and Reality Online, acquired by Reuters. $10 million in Series B funding from JK&B Capital and existing investors in January 2006; $5 million in Series A funding from August Capital and Sevin Rosen Funds in December 2004.




What does the company offer?

Splunk Server is software that searches across logs, message queues, configuration files, SNMP traps and database transactions to correlate events more quickly that could be related to a failure -- and that network managers would typically have to search manually.

Why is it worth watching?

The company's software can be used as a complementary tool for existing network and systems management products, helping IT managers leverage existing investments. And Splunk was wise to make an open source version available earlier this year, further reducing the cost for customers adding it their tool kits.

How did the company get its start?

Company founders were frustrated in building and managing data centers and wanted to make navigating IT infrastructure "as easy as surfing the Web."

How did the company get its name?

The word Splunk is derived from the term spelunk, which is a verb meaning to explore natural caves.

Who's using the product today?

Splunk lists Dow Jones, FedEx, Sony and the U.S. Postal Service among its customers.


Founded: January 2003 Palo Alto, Calif. CEO Hon Wong, previously co-founder and board member at NetIQFunding: $8.7 million from first round of funding in January 2003; $8.3 million from second round in June 2006; major investors in both rounds include the founders and Interwest Partners and Greylock.



What does the company offer?

TrueView software monitors application performance from browser to back end to automatically detect, diagnose, and pinpoint problems.

Why is it worth watching?

InterWest Partners' Bowsher says, "Symphoniq can get to the root of a problem quickly by using automation and making people smarter, and that is critical because right now too much effort is invested in identifying problems."

How did the company get its start?

Former NetIQ executives, thinking about solving performance problems with Web-based applications, started Symphoniq.

How did the company come up with its name?

Part a play on symphony, based on how TrueView orchestrates the complex moving parts of Web applications to let them work in concert, with an "IQ" on the end to pay homage to the company's NetIQ roots.

Who's using the product today?

Symphoniq lists Milliman and Wallop, a start-up spun out of Microsoft IP Ventures, as its customers.


Founded: December 2003 Austin, Texas CEO Barry Cox, previously with AlterPoint, where he was responsible for product design and release management of its network device configuration management product. $7.0 million round of Series B financing from Adams Capital Management and returning support from existing investors in April 2006; $3.6 million in first-round funding from Fayez Sarofim & Co. and individual investors in July 2005.




What does the company offer?

The company's family of Envoy and EMS network management appliances enables out-of-band connectivity -- meaning if the network goes down, the devices can still be reached -- to support remote offices, and automates several processes for diagnostics and recovery, reducing the need to staff distributed locations.

Why is it worth watching?

"Deploying staff to remote locations is costly and disruptive. The ROI of this type of technology will be invaluable as more companies look to consolidate data centers," says Dennis Drogseth a research vice president with Enterprise Management Associates.

How did the company get its start?

Founders were convinced there had to be a way to manage the edge of the network without relying solely on the network to do so.

How did the company get its name?

The name comes from "the logic to increase uptime for networks." They were listening to Stevie Ray Vaughn on the radio playing "Little Wing," a Jimi Hendrix song, and were inspired to end the spelling of the name with an X.

Who's using the product today?

Uplogix lists Prairie View A&M University and RigNet among its customers.

Firefox explorers | real questions and Pass4sure dumps

Firefox is often paired with its open source sibling, Thunderbird, a free email client that competes with Microsoft's Outlook in the enterprise.

ON 80 Windows PCs, Mr Robertson uses Firefox downloaded from the web; on 20 Linux desktops he installed Firefox as part of a customised system that runs from read-only DVDs. It's safe from accidents and is replaced with a simple hardware swap.

Mr Robertson used these systems at new sites with heavy demand, and where existing Windows users weren't affected.

Firefox is used to access any information displayed in a web browser from the company's intranet, to the World Wide Web and web-based email delivered by Lotus Domino's Web Mail application. Staff use it to access De Bortoli's enterprise resource planning application server - MFG/PRO, a commercial product from QAD Inc - and an open source content management system based on Typo3.

Barry McGee, MFG/PRO account manager at QAD, says Firefox support is "a priority business issue" because of demand from customers such as De Bortoli.

"Our R&D group is committed to removing the few Explorer-specific features that crept in (to MFG/PRO) by accident," Mr McGee says. "The total cost of ownership arguments that surround Firefox and open source are important to our customers, and so to us."

De Bortoli has been making wine since 1928. It crushes more than 70,000 tonnes of grapes for an annual turnover of $120 million. Mr Robertson says De Bortoli's requirement for a long-term vision gave him a chance to analyse how the browser integrates with the back-end systems.

"We are masters of our own destiny, and we can run a lean and efficient operation," says Mr Robertson. "Neutral standards support our decisions when we select free products and empower us in the marketplace when we buy."

Standards in the computing industry define how systems should interact with each other. They determine the rules of the computing road.

Mr Robertson, based in Griffith, NSW, doesn't understand why his peers elsewhere choose to be locked in to Microsoft's strategy. "I'm staggered and close to offended that some businesses choose the risk of vendor lock-in, and I'm staggered by the timidity of some IT managers," he says.

Mr Robertson mandated De Bortoli use free software productivity suite OpenOffice for tasks such as word processing after reading open standards studies from around the world.

He cites the OASIS OpenDocument technical committee recommendations for office document formats and the World Bank's infoDev project's Open Source Software - Perspectives for Development report as two examples of standards-oriented analysis that support strategic IT decisions. The OpenDocument initiative promulgates OpenOffice file formats for ordinary office documents rather than Microsoft Office formats because they are completely transparent.

On standards, Firefox has an advantage over Explorer. That gives organisations latitude to commit to standards rather than to products. That in turn reduces the leverage that vendors have over customers.

Microsoft has hampered standards support in Explorer for five years with its go-slow campaign against the web. Standards-oriented page layout is not possible on most versions of Explorer (CSS box model). Explorer has never met standards for web document identification (HTTP MIME content types), or if one is supported, then simultaneously the other is not. Microsoft has shown an antipathy to web standards, because in the view of many they provide an alternative to the Windows desktop - Microsoft's core business. The success of web-based applications such as Amazon, Google, eBay, the open source Wikipedia encyclopedia and online banking point to the decreasing importance of Windows in a world where a web browser is sufficient.

Microsoft recently announced a future Explorer 7.0, and participates in standards bodies, but its browser still lags on open standards.

Mr Robertson says Firefox's development community of more than 900 software engineers worldwide - many in Australia - was key when it came to selecting Firefox.

"Firefox has the best pedigree, with an active engineering community, wide community support and long history," he says. "It run(s) on most popular platforms. It has a consistent and stable interface, nice features like tabbed browsing and can be extended should we need to modify it or add to it."

Tabbed browsing lets users open several webpages at once without filling the screen with a clutter of separate windows.

Firefox has been downloaded nearly 40 million times since its release last November. Web metrics analysts OneStat and WebSideStory say usage globally and the US, respectively, hovers around 8.5 per cent, up from 2 per cent just nine months ago - dangerously close, from Microsoft's perspective, to the 10-15 per cent "tipping point" needed to gain a critical mass. Once Firefox has that level of support - equal to about 100 million users - businesses must seriously consider supporting the technology or risk losing customers.

Such an outcome further erodes Microsoft's ability to mandate the shape of the web, and opens the door wider to alternative operating systems such as Apple's OS X and Linux.

Such is the case with the Roads and Traffic Authority of NSW, which serves 8000 users through a mixed fleet of Apple iMacs and Windows PCs at more than 250 sites. CIO Greg Carvouni says Mozilla web browser deployment saved the government department 20 per cent of its annual budget - about $2 million - through a reduction in software licences and staff reductions.

"Firefox is clearly where we should be," Mr Carvouni says. "We'll roll it out either in our next standard operating environment (a desktop update), or the one after. Firefox makes the (desktop) a bit more lightweight and customisable, and we're able to lock it down against user tampering."

For large organisations, Firefox supports enterprise management technologies such as a configuration system for managing user preferences, specification of rules for web access (WPAD), digital certificate security rules (OSCP), and automatic user login to servers (NTLM). These make centralised administration of large Firefox deployments possible.

"Because we have both Macintoshes and PCs, we wanted something truly cross-platform," Mr Carvouni says. "We don't feel locked-in because there are other standards-oriented free browsers also available for the Macintosh."

Despite its open source deployment, the authority is committed to proprietary technologies from Microsoft, where it has seen the relationship prosper: "Microsoft is keen to be competitive . . . They don't want us moving more desktops away from Windows. They are cheaper to deal with now than they used to be."

Both Mr Carvouni and Mr Robertson will continue to support Windows - Mr Carvouni's accountants and analysts are wedded to Microsoft Excel, while Mr Robertson has a single Windows kiosk at each of De Bortoli's seven sites for legacy web applications that can only run on Internet Explorer.

Richard Tan, IT manager at Deakin University in Victoria, has resisted Explorer for years but doesn't have the luxury of removing Windows desktops. The university provides information services to students, most of which operate through the web for remote home use and also on-campus. That includes in-house content management systems delivering course information and web point-of-presence.

"We are extremely sympathetic to the cause of open systems," Mr Tan says. "We did not dump Netscape when Explorer was announced because we were wary of the tactics of Microsoft. We thought that we would end up paying for Explorer in Windows upgrades." The most recent update to Explorer requires purchase of Windows XP.

Chris Hofman, Mozilla Foundation director of engineering, says the short-term goal is to give "the absolute best consumer experience with the Firefox web browser and the Thunderbird email client".

People are learning to love the browser and email suite at home, and want that experience at work, he says, while IT managers are glad to see that they have a choice. He urges IT managers to work with their systems' integrators when it comes time to build the software into their systems.

Firefox's developers goal is to create an easier-to-use web where the surfer does not have the burden of extra training or software that slows to a crawl.

"People are more comfortable driving a well-designed, modern car than an old rattler. The same is true of web browsers," says expatriate Kiwi, Ben Goodger, who is employed by Google to enhance Firefox.

Working hard at making Firefox a better browser than Microsoft's is a trans-Tasman collaboration between Dr Robert O'Callahan, employed by Novell New Zealand, and Dr Roger Sidje, a mathematics researcher at the University of Queensland. Together, they work on Gecko, the layout engine inside Firefox responsible for displaying webpages.

Dr O'Callahan urges IT managers to feel confident about open source projects. "Open source business models are still evolving, but many open source companies are profitable, so I expect current sources of funds will persist and new ones to appear," he says.

Mozilla's Hofman points out: "With closed source, commercial software, you're pretty much at the mercy of the company that owns the technology."

Firefox and Thunderbird have had success over Explorer in the area of security. The US Computer Emergency Readiness Team found Explorer had 63 security holes, of which 21 still require a fix. Firefox and Mozilla had 11 security flaws, of which two remain to be fixed. Rival assessor Secunia puts Explorer at 20 of 79 flaws unfixed and Firefox at four of 12 flaws unfixed. CERT went as far as to recommend last July, in vulnerability note VU#713878, that to get around Explorer's insecurity, organisations should "use a different web browser".

Microsoft says its systems are targeted because they are popular, and that any system attacked as much as Windows would need as many fixes.

A Microsoft spokesman says the software maker is aware of Secunia's reports and will "continue to investigate these through the security response process and are actively engaging with Secunia on this issue."

But Mozilla's Hofman points to the success of the Apache web server "where higher market share doesn't mean more security vulnerabilities".

The Firefox business argument is built out of shades of grey: better standards, better interface, better security.

Bill Robertson says deploying Firefox is "far less complex" than some of the other open standards, free software projects De Bortoli has attempted, but it was "one of our important first steps".

"When we recently conducted content management system training using Firefox many users were completely unaware that the desktop operating system wasn't Windows. That is how central Firefox is to our strategy."

Bugzilla software puts open source to the test

The Firefox project uses free Bugzilla software to stomp on problems and debate the browser’s development. Evidence of Bugzilla use is an important quality test for organisations considering open source products such as Firefox. Open source products that use Bugzilla generally deliver new features regularly. They have an eye for quality control, supported by rigorous public review.

Bugzilla is a defect-tracking, change-management and workflow system; a web-based application that sits atop the free MySQL relational database. It is best suited to software engineering but can be fitted to other tasks, such as automated software testing and customer support centres.

Bugzilla's strength is that an issue is thrown up into the public view and then all interested parties can collaborate to find a solution. Firefox’s Bugzilla database, with its 2.5 million remarks, is an important piece of equipment that co-ordinates the changes to Firefox, Mozilla and related products.

Bugzilla is not as flexible as some commercial defect-tracking systems, such as Census from or ClearQuality by Clarify Inc. But Bugzilla has flags and keywords that make it easy to track problems.

Bradley Baetz, Byron Jones and Matthew Tuck are Australians who work intensively on Bugzilla to build the application that exposes the database of issues to the public. "There were some enhancements I wanted as a user, so I added them," says Mr Baetz, 24, a software developer and system administrator for an ISP in Sydney. He did volunteer work at the Mozilla Foundation in California in 2001 following an exchange year at McGill University in Canada. Mr Jones, 29, a programmer in the health sector in Perth, says he was drawn to the project because he is a "stickler for processes and quality control, and Bugzilla fits into that mould".

Bugzilla is so useful that other software projects, including the Linux operating system, adopted it. Most Australian universities use it and the Bugzilla website notes nearly 400 adopters, including NASA.

At the Mozilla Foundation, Bugzilla tracks defects in the quality-oriented systems that support Firefox.

The full set of systems is equivalent to the engineering infrastructure of big software vendors such as Microsoft, IBM or Oracle but with one key difference: anyone can assess the quality of goods produced. - Nigel McFarlane

Rules make the technology world go round

Standards in this context are rules that define how systems interact.

Every software program, computer and peripheral device (such as a printer, MP3 player or digital camera) relies on standards to work, guaranteeing they "speak the same language". Innovation and growth falter when standards are not readily accessible and understood. Web browsers are especially sensitive to standards because they must access a potentially limitless variety of content governed by different standards.

Standards roughly fall into two camps - closed or proprietary, often only understood by a particular vendor, such as a file format; and open standards, freely available to all without discrimination and usually with no fee.

The MPEG video, PNG graphic and HTML webpage file-types are open standards. The internet would not exist without its open standard lingua franca, TCP/IP ("internet protocol"), which allows different parties to innovate on its base transmission system.

Free and open standards are preferred because the market grows rapidly once there is certainty about their use. A "de facto" standard often begins life as a closed standard before the market adopts it. Microsoft Office files such as Word and Powerpoint are examples of closed standards that through heavy use became the de facto way to share content. De facto standards may lock users into the application that generated them, and can be lucrative for the owning vendor. A technology maker can increase its profit by making small changes to the standard, forcing everyone to buy new software.

But the most broadly accepted standards are generally defined and ratified by not-for-profit standards-setting bodies - organisations such as the World Wide Web Consortium and Internet Engineering Task Force, which determine the evolution of the web and the internet respectively. Other influential bodies include the Institute of Electrical and Electronics Engineers, the International Organisation for Standardisation, and the UN's International Telecommunication Union. They may also work with national bodies, such as Standards Australia, to publish and promote these standards around the world. - Nathan Cochrane


CSS: Cascading style sheet; describes how a web document is displayed or printed.

HTTP: Hypertext transfer protocol; the method by which web pages are sent over the net.

MIME: Multi-purpose internet mail extensions; extends the email format for non-US ASCII text, non-text messages, and multi-part message bodies.

Tipping point: The point at which a trend hits critical mass and is irreversible. A turning point or watershed.

Open source consultant and analyst Nigel McFarlane is the author of an upcoming book for browser power users, Firefox Hacks.

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