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A2010-571 - Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation - Dump Information

Vendor : IBM
Exam Code : A2010-571
Exam Name : Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation
Questions and Answers : 286 Q & A
Updated On : February 20, 2019
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A2010-571 Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation

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A2010-571 exam Dumps Source : Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation

Test Code : A2010-571
Test Name : Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation
Vendor Name : IBM
Q&A : 286 Real Questions

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IBM Accessment: IBM Tivoli Process

IBM Unveils New choices for quicker and greater Secured route to Hybrid Cloud | Real Questions and Pass4sure dumps

equipment and functions designed to support businesses deploy new functions throughout hybrid cloud environments with protection and effectivity

SAN FRANCISCO, Feb. 12, 2019 /PRNewswire/ -- IBM consider -- IBM (NYSE: IBM) nowadays introduced new hybrid cloud offerings to help agencies migrate, combine and manage functions and workloads seamlessly and with protection across any public or inner most cloud and on-premises IT environment. 

IBM organisation emblem. (PRNewsfoto/IBM)


The IBM Institute for enterprise price estimates that with the aid of 2021, 98 % of businesses surveyed plan to undertake hybrid architectures, but just 38 % can have the procedures and tools they need to function that environment1. The procedure nowadays is challenging since it is basically guide with fundamental safety implications and a lack of constant administration and integration equipment.

As a part of trendy information, IBM is launching new hybrid cloud equipment and features designed to support corporations navigate the complexities of this new panorama:  

  • New IBM Cloud Integration Platform designed to in the reduction of time and complexity to launch new features and functions throughout cloud environments in a consistent and cozy method.
  • New IBM capabilities designed to advise on holistic cloud ideas.
  • New IBM services designed to simplify the administration of materials across cloud environments.
  • New functions designed to give industry-leading protection for facts and purposes within the public cloud.
  • "At Aetna, a CVS health enterprise, we see hybrid cloud as an essential component of our transformation event," talked about Claus Torp Jensen, Chief know-how Officer, Aetna. "We wish to use the surest capabilities from a considerable number of cloud providers to create a seamless purchaser journey and digitalize underlying enterprise strategies. For that, we are taking an API-centric approach to integration and making certain that each one of our APIs are simply available throughout our hybrid cloud ecosystem."

    New Cloud Integration Platform Designed to Dramatically in the reduction of Coding Time, Complexity

    The IBM Cloud Integration Platform is designed to soundly join purposes, application and features from any dealer regardless of no matter if these methods are on-premises, in a public cloud or a private cloud. The platform brings collectively a complete set of integration equipment in a single development ambiance. it could actually assist increase productivity because integration specialists can write, look at various and comfortable code as soon as, shop it in the platform and reuse it – an hard project that once monopolized their time. this can aid corporations cut the time and cost of integration through 1/3, while staying within their wonderful requirements for protection and compliance2.

    Integration is important as corporations optimize company processes and create extra personalized customer experiences. besides the fact that children, integration is becoming more and more complicated because many agencies surveyed are already the use of between two to 15 distinctive clouds and want to deploy new cloud services akin to AI, analytics and blockchain to live ahead of the competition3.

    With the IBM Cloud Integration Platform, companies can right now bring to market new capabilities whereas freeing up integration experts to focus on the extra complicated, device-degree integrations.

    "Most large groups have facts and workloads unfold throughout multiple public and personal clouds, SaaS and on-premises environments – every now and then as a result of their enterprise process infrastructure, however additionally for compliance, regulatory and statistics privacy factors," stated Denis Kennelly, well-known supervisor, cloud integration, IBM. "The challenge during this atmosphere is to conquer records and expertise siloes to right away install new business capabilities and applications with security. today, we are launching new capabilities designed to support unleash the entire power of the hybrid cloud."

    Story continues

    study more in regards to the new IBM Cloud Integration Platform with the aid of traveling: 

    New end-To-end IBM Hybrid Cloud services 

    IBM is launching new IBM features for Cloud strategy and Design, a comprehensive set of capabilities designed to recommend shoppers on the way to architect the appropriate holistic cloud method from design, migration, integration, street mapping and architectural capabilities to navigating their experience to cloud. IBM services is setting up committed groups of consultants who are certified specialists within the newest features and technologies throughout numerous cloud platforms.  teams will use open and at ease multicloud thoughts, drawing upon IBM's adventure in IT transformation and collaboration with an ecosystem of cloud partners. the brand new capabilities leverage IBM's business-main Cloud Innovate method, automated choice accelerators and IBM Cloud garage strategy to support customers with co-advent and scaled innovation in software construction, migration, modernization and management.  

    constructing off of a recent partnership enlargement announcement with ServiceNow, IBM is also introducing new IBM services for Multicloud administration to provide a single device to aid organizations simplify the management of their IT supplies throughout diverse cloud suppliers, on-premises environments and personal clouds.

    The delivery of IBM functions for Multicloud management includes three layers designed to supply a single administration and operations gadget:

  • business management – functions that supply digital carrier ordering, up to date carrier administration, and price governance to support manipulate spend;
  • Orchestration – an automation layer that helps allow services of differing types, from distinct companies to be built-in effectively and made attainable to buyers;
  • Operations - a layer that helps enable infrastructure and operations administrators to computer screen and keep programs, together with legacy infrastructure, inner most cloud, public cloud and container environments.
  • furthermore, it comprises a unified, self-provider event to clients to facilitate sooner and simpler access to cloud capabilities by way of an environment integrated with the ServiceNow Portal to configure and buy cloud capabilities and options from assorted cloud providers. It additionally offers efficiency management capabilities and offers the ability to video display and control the fitness of the cloud.

    "As we develop our digital enterprise, relocating our functions to the cloud is vital to support modernize our strategies and deliver even more suitable experiences for our customers. Adopting the appropriate method and migration method to cloud needs to be seamless and requires an figuring out of our IT panorama," pointed out Sarp Uzkan, vice chairman, IT, Tribune Publishing. "IBM cloud advisory features and equipment offered an in depth assessment that decided no longer only which applications could be most efficient to circulate to the cloud however a strong company case that might meet our needs and enabling us to explore the surest strategy for moving to the cloud."

    be taught more concerning the new IBM features by using visiting:

    trade-leading safety for information and purposes in the Public Cloud

    protection remains a right subject throughout all industries and markets when deploying apps and statistics in hybrid cloud environments. with the intention to lower threats, companies need to the skill to protect information at every stage of its experience, simply manage access and identity and benefit visibility into the safety posture for all of their purposes.

    IBM is launching the IBM Cloud Hyper offer protection to Crypto service, which is designed to supply business-main protection on the public cloud and is made feasible by using bringing IBM LinuxONE into IBM's international cloud records centers.  This service will supply encryption key management with a committed cloud hardware safety module (HSM) built on the most effective FIPS 140-2 stage 4-based technology offered by using a public cloud provider4.

    this is part of the IBM Cloud Hyper give protection to family unit of functions, which is already proposing agencies like DACS and Solitaire Interglobal with trade-leading safety and resiliency for their applications. To deliver excessive degrees of security across both public and personal clouds, IBM is additionally saying significant enhancements to IBM Cloud inner most on Z.

    be taught extra about IBM's new capabilities in cloud security by way of touring:


    About IBM consider:At believe 2019, IBM will outline new offerings, client engagements, partnerships, expertise breakthroughs and developer tools that underscore how IBM and companions are changing the manner the area works.  For extra advice, discuss with the IBM consider 2019 Newsroom: observe the conference on Twitter at #think2019 and @ibmlive, and go to for the complete schedule and reside streaming agenda. 

    IBM's statements related to its plans, instructions, and intent are field to exchange or withdrawal without observe at IBM's sole discretion. information involving knowledge future products is supposed to define our time-honored product direction and it is going to now not be relied on in making a buying decision. The information mentioned regarding competencies future products is not a dedication, promise, or prison responsibility to convey any fabric, code or performance. suggestions about potential future products can also not be incorporated into any contract. The development, release, and timing of any future facets or functionality described for our items continues to be at our sole discretion.

    Footnotes1. IBM Institute for company price: Assembling Your Cloud Orchestra, October 20182. in accordance with client journey and complete economic affect methodology developed by using Forrester research, Inc. (the whole economic influence of an API administration answer, February 2017)3. IBM Institute for enterprise value: Assembling Your Cloud Orchestra, October 20184. at the moment purchasable in beta, planned for established availability March 2019

    Media Contact:Sarah MurphyIBM Media family members 

    View normal content material to download multimedia:

    IBM to aid Utilities reduce Tree Trimming Budgets and in the reduction of Outages | Real Questions and Pass4sure dumps

    IBM unveiled new expertise to in the reduction of energy outages by assisting energy corporations predict the place trees and different vegetation can also threaten vigour traces. IBM worked with Oncor, the biggest utility company in Texas and the fifth largest within the u.s., to increase a solution tailored for the power and utility trade, to assist improve operations and supply professional electric service for millions of consumers throughout the state.

    The weather enterprise Vegetation management - Predict is constructed on IBM PAIRS Geoscope, a technology developed by means of IBM research.The device right away procedures massive, complex geospatial and time-based mostly datasets collected through satellites, drones, aerial flights, hundreds of thousands of IoT sensors and weather models.

    The resulting insights can help groups like Oncor to video display vegetation growth across their whole carrier territory, enabling them to enhanced establish and predict competencies infringement with energy traces. corporations can extra proactively and precisely plan for preventive upkeep and rapid response, focusing crews within the maximum-priority areas and validating that necessary trimming become accomplished as expected.

    "electricity is a necessary part of our lives, and hundreds of thousands of Texans depend upon Oncor every day. Vegetation poses a major risk to vigour traces and the surrounding areas, but monitoring it's a difficult and time-drinking manner," says Peter Stoltman, vegetation administration application supervisor, Oncor. "via working with IBM, we're capable of use analytics and AI to prioritize high-chance areas. This helps us adapt maintenance operations to improve public security and repair reliability."

    Vegetation is a leading explanation for provider interruption for utility agencies. With typical strategies, the primary perception into skills dangers involves high priced on-site inspections or understanding the final time a local turned into trimmed. With this new answer, a whole bunch of miles of transmission and distribution lines can be continuously monitored to supply continuous insight concerning the state of boom and maintenance. in addition to helping establish and predict outage threats, geospatial-temporal insights can aid with overall grid reliability and compliance, wildfire prevention, storm management and evaluation.

    “Our utilities shoppers told us that getting special insight into the state of vegetation throughout their provider territory turned into a key problem,” says Mahesh Sudhakaran, chief digital officer of IBM power, environment and Utilities. "through combining PAIRS with AI and business capabilities, we may give valued clientele one integrated solution, delivered through IBM Hybrid Cloud, to help them predict and manage vegetation in a value-helpful and clever manner.”

    “each company is plagued by climate. but for energy corporations and their shoppers, it could possibly imply the difference between no matter if they could hold the lights on and heat their buildings,” says Cameron Clayton, IBM’s commonplace manager of Watson Media and climate. “The potential to layer climate data with satellite and sensor records offers utility companies effective new insights to support them increase operations and lower influence on their clients.”

    PAIRS Geoscope ingests more than 10 terabytes of new records per day and has already served more than 15 million requests from more than four,000 researchers, information scientists and builders in 80 international locations. It eliminates the labor-intensive method of generating insights from geospatial-temporal statistics, which is primary for its sheer measurement and complexity. The inability to entry, question and analyze this class of large records in a scalable manner is the cause it turned into long considered unsearchable statistics. IBM scientists invented a new method to run and analyze complicated queries within minutes instead of weeks or months, making prior to now impossible insights now a fact.

    PAIRS Geoscope is generally attainable for different industries and use situations. moreover Vegetation management - Predict, PAIRS is additionally the underlying technology for Watson decision Platform for Agriculture, a set of agribusiness tools that uses the vigor of AI and geospatial records to aid farmers make greater recommended choices about their plants.

    For more tips, view the internet site. 

    IBM Acquires Yet another enterprise Intelligence ISV | Real Questions and Pass4sure dumps

    IBM Acquires Yet another enterprise Intelligence ISV

    Unicorn’s expertise will aid reinforce the SOA and MDM capabilities of massive Blue’s WebSphere and Rational product households.

  • with the aid of Stephen Swoyer
  • 05/17/2006
  • one of IBM Corp.’s most fashionable records integration product brands—Omnivore (an commercial enterprise search-oriented flavor of its WebSphere guidance Integrator franchise)—additionally doubles as an apt description of its acquisition practices.

    large Blue ultimate week devoured nonetheless a further tasty vendor, in this case Unicorn options, Inc., a issuer of metadata modeling and management tools. Representatives say IBM plans to incorporate Unicorn’s expertise into future releases of its WebSphere middleware and Rational app dev products to help improve the SOA and MDM capabilities of both families.

    Unicorn’s technology will also locate its means into massive Blue’s WebSphere Metadata Server providing, a protracted-awaited “Rosetta Stone” for IBM’s advice administration portfolio, which contains a complexion of homegrown applied sciences and purchased technology belongings, such because the items (DataStage, QualityStage, and different choices) massive Blue inherited from the former Ascential application Corp.

    IBM says Unicorn is its 18th integration- or manner-oriented utility acquisition in view that 2001. James Kobielus, a most important analyst for facts administration with consultancy existing analysis, says acquisition rapacity about sums up IBM’s present dilemma, wherein it has been sluggish to convey an assimilated version of the Ascential technologies it obtained greater than a year ago. (

    big Blue has productized the former Ascential applied sciences as WebSphere-branded offerings, to make certain, however its challenge Serrano-Hawk (a combination of then-percolating next-gen deliverables in each the IBM and Ascential R&D pipelines, respectively) platform release—with the intention to create a brand new hybrid release referred to as WebSphere tips Server (basically Serrano and Hawk, dressed up with SOA-able underpinnings)—continues to be lacking in motion.

    “IBM needs to give greater specifics on its roadmap for releasing versions of WII [WebSphere Information Integrator] products that include Unicorn metadata expertise. IBM may still also state how it plans to position or market the Unicorn-enabled WII products vis-à-vis those of its companions that include metadata administration performance,” Kobielus feedback. “furthermore, it should make clear the role of metadata management in its SOA run-time governance environment, during which the lynchpin is IBM Tivoli exchange and Configuration administration Database.”huge Blue’s Unicorn acquisition also raises questions on IBM’s metadata administration method. When IBM staged its first-ever assistance reside! (in conjunction with the Ascential World user confab), it promised to convey both the primary new WebSphere-branded unlock of DataStage and its still-gestating IBM Metadata management Server by means of sometime this spring. counsel live and the WebSphere Metadata administration Server offering, in specific, were placed as a coming-out party for (or validation of) massive Blue’s grasp statistics management (MDM) ambitions. on the time, IBM officers maintained that massive Blue already had the entire items of an entire advice administration, or MDM, solution.

    “We tend to be more conservative about what we announce than some of our opponents. definitely, these days is the primary time we announced what all of these strategic acquisitions were about,” observed Dan Druker, director of grasp information management with IBM, on the time. “MDM—that you can come at it in a lot of other ways. There are every kind of different entry features into MDM, but we desired to be very conservative about now not tipping our hand too plenty, because we’ve spent a big sum of money on this approach.”

    curiously, massive Blue didn’t spend adequate. however most likely that’s now not quite a good evaluation.

    in the past, IBM hasn’t been afraid to pull the set off on know-how acquisitions that chiefly assist to boost its capabilities in arcane areas (reminiscent of its acquisition of the previous Venetica for unstructured content management, in addition to Aptrix or even eco-friendly Pasture utility). (

    The Unicorn acquisition appears to be an additional case in element.

    “IBM’s latest acquisition sends a sign to opponents that metadata management is primary to the dealer’s MDM, SOA and compliance recommendations,” Kobielus concludes. “opponents need to revisit their own metadata administration roadmaps and state how they plan to suit IBM’s bold plans vis-à-vis Unicorn know-how. business IT groups should revisit their dedication to MDM vendors, factoring those companies’ metadata management roadmaps into an assessment of each and every issuer’s direction.”

    in regards to the author

    Stephen Swoyer is a Nashville, TN-based freelance journalist who writes about expertise.

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    Block virtualization case study #1: IBM SVC | real questions and Pass4sure dumps

    Server/storage virtualization and a tiered storage architecture produced significant benefits for a large retailer.

    By Dave Vellante and David Floyer

    Note: This case study is based on a community user, and while the case is real, the name of the company—CS1—is fictitious.

    —While CS1, a large retailer, was satisfied with the performance and availability of its Tier-1 storage platforms (consisting exclusively of EMC's Symmetrix arrays), rapid growth of Tier-2 applications (mainly Windows-based) and increased demand for storage to support the company's growth were creating business constraints. Specifically, the time to migrate new arrays to support CS1's three-year leasing strategy was tedious and expensive (5+ months and up to $50,000 per array).

    CS1 decided to adopt an aggressive virtualization strategy for both servers and storage to improve the flexibility and cost-effectiveness of its infrastructure. The company is nearly 12 months into a three-year plan to virtualize its entire SAN infrastructure.

    CS1's original installation consisted of approximately 400TB of Symmetrix capacity split over two data centers, providing excellent availability and performance. Two SANs connected storage to more than 600 Unix and Windows servers.

    Pain pointsCS1 leases equipment on a three-year basis. As a result, each year arrays and servers are moving out of, and into, the environment. This created three major issues:

  • Time to migrate arrays averaged five months and required substantial planning because migrations necessitated shutting down applications for a period of time that was disruptive to business users;
  • Migration costs exceeded $50,000 per array. Over the life of a typical high-end array this represented additional costs (above the expense of original hardware and software) of $0.43 for each $1 and;
  • The current Tier-1 storage was too expensive to be a default for all data, implying a need for more granularity in storage tiers.
  • An assessment of storage residing on the Tier-1 arrays indicated that nearly 50% of the Tier-1 storage capacity was appropriate for Tier-2 placements, based on the company's recovery point objectives (RPOs) and recovery time objectives (RTOs).

    Solution strategyCS1 was already a major proponent of VMware on the server side. The company embarked on a three-year project to virtualize nearly all storage attached to the SANs using IBM's SAN Volume Controller (SVC) virtualization platform to allow storage provisioning, migrations, and decommissioning without impacting applications.

    CS1 has deployed IBM's DS4000 modular arrays behind the SVC to provide Tier-2 storage and has made it the default storage platform going forward. The company has retained the Symmetrix arrays for Tier-1 storage and is moving most of these behind the SVC. CS1 is migrating its array-based storage management software to Tivoli (see table, below).

    Adoption issuesBecause the SVC is an in-band virtualization platform, CS1 had initial concerns that performance, availability, and data integrity would not meet user expectations. Careful testing had to be done on an application-by-application basis to ensure

  • Performance of Tier-2 storage was appropriate for users conditioned to Tier-1 performance; and
  • Placing Symmetrix arrays behind the SVC did not compromise performance, availability, and data integrity.
  • CS1 also created a new centralized group to assign data sets to storage tiers based on performance requirements. This group works with the lines of business to ensure there is an appropriate business justification for placing data on Tier-1 storage; otherwise, data is placed on Tier-2 platforms.

    BenefitsThe project is 12 months in to a 36-month plan. Despite several hundred thousand dollars in hardware, software, services, and internal staff expense, the project is cash flow-positive. Payback period for the project was less than one year. For the storage it has virtualized (about one-third of the SAN-attached inventory), CS1 has reduced storage migration time from several months to five days on average. With virtualization of both servers and storage, CS1 has improved and continues to expect improvements in availability and time to provision a new virtual server with storage from weeks to minutes.

    CS1 now estimates that with storage virtualization, for each dollar spent on hardware and software acquisition, the additional expense for migrating arrays has declined from $0.43 to less than $0.10. Moreover, the effective cost per terabyte for Tier-2-class storage has been reduced by a factor of three.

    Despite initial concerns, performance, availability, and integrity of arrays behind the SVC, including Symmetrix, have not been an issue in production environments. However, the more-demanding Tier-1 applications have not yet been placed behind the SVC.

    ImplementationThe figure shows the CS1 implementation strategy. The company wanted to continue to use the Symmetrix arrays as Tier-1 storage, but to move the majority of them behind the virtualization platform. The implementation plan is to virtualize as much of the storage as possible over three years. If the SVC cannot handle some of the high I/O requirements for Tier 1, CS1 has a fallback plan to implement a smaller pool of non-virtualized storage.

    Organizational issuesCS1's strategy is to make IBM's modular disk arrays its default storage devices. A special case has to be made by the business if Tier-1 storage is to be used. As there is no chargeback, CS1 had to ensure there were sufficient management controls in place to govern this policy. The company is very concerned that its users have sufficient performance as the storage is moved to Tier 2. To support this strategy, CS1 put in place a storage group responsible for placing data on the optimum tiers and for ensuring performance requirements are met by comprehensive testing.

    CS1 is in the process of implementing a new performance and space monitoring and infrastructure monitoring mechanism, based on Tivoli software. The storage group monitors I/O performance and handles capacity planning and performance planning. The objective is to implement tools that monitor the performance, and if something is abnormal, to automatically open an incident report. The goal is to operate by exception and automation. For example, the Tivoli provisioning manager software is being implemented and scripted to automate commissioning and decommissioning of arrays.

    CS1's long-term objective is to automate storage requests and storage migrations using a policy-based engine. The storage request would include the business requirements and prerequisites, and the policy would dictate where it goes, together with backup-and-archive criteria.


  • Many organizations have concluded that front-end (server) and back-end (storage) virtualization are advantageous and often a prerequisite for an effective implementation of tiered storage;
  • Virtualization is now ready for general adoption, with all major players putting significant muscle behind the technology;
  • One of the largest benefits of virtualization is the ability to provision storage more quickly and migrate arrays in days rather than months. This reduces the costs of overlapping storage, delays purchase of new storage devices, and significantly reduces costs;
  • A tiered storage strategy means that responsibility for the initial and ongoing placement of storage should be centralized; and
  • Storage and server virtualization are independent projects, but users can gain significant benefits if they implement the two together.
  • CS1 has implemented a solid virtualization and tiered storage strategy, and the pressures for creating additional storage tiers will require an accelerated rate of adoption of virtualization and tiered storage. However a potential weak point of the strategy remains the degree to which CS1 can virtualize Tier-1 storage behind IBM's SVC, given the company's performance and availability requirements.

    Dave Vellante and David Floyer are co-founders of The Wikibon Project, an open community of practitioners, consultants, and researchers dedicated to improving technology adoption. The authors can be contacted at or

    ----------CS1's evaluation of IBM SVC proposal

    Perceived advantages

  • 2,000+ installations
  • Quality references
  • Ability to handle virtualization of installed Tier-1 arrays
  • High-quality services
  • Common software set
  • IBM Redbooks best-practice guides
  • Perceived drawbacks

  • Doubts about availability and performance of Tier-1 arrays behind SVC
  • Concerns about SVC scalability
  • Concerns about user perceptions of Tier-2 performance
  • Friction from users pushed to Tier 2
  • ----------Case study at-a-glance

    CS1 is a retail company with an IT shop comprising mainframes and open systems. In all, the company has more than 1 petabyte of storage installed with about 40% residing on two storage networks supporting the company's mission-critical applications. SAN storage had been exclusively based on Tier-1 arrays, and CS1 needed a way to reduce the expense of storage acquisitions and lower complexities associated with migrations. One year into a three-year project, CS1 has saved several hundred thousand dollars and dramatically improved its time to migrate and provision storage. This payback came from a virtualized server and storage infrastructure that required careful planning and testing to ensure adequate service levels were met.

    The Patient Engagement Revolution: The Role of the Contact Center in the Middle East Healthcare Industry | real questions and Pass4sure dumps

    Healthcare providers in the Middle East and Africa will spend $2.8 billion on IT products and services in 2014 - an increase of 2.8 percent over 2013, according to the latest estimates from Gartner. With spending expected to be concentrated on areas like building patient databases, mobile health, and preventive and diagnostic healthcare technologies, there is a dire need for healthcare providers to invest in patient engagement technologies.

    The healthcare industry is no stranger to rapid evolution and for ages, providers have had to react quickly to new innovations. While employing the most skilled professionals and investing in the latest facilities goes a long way in establishing brand image, there are today many more factors that play a role in drawing in patients. Through the internet and social media, patients are smarter, more educated shoppers. Before they make a choice about a healthcare provider, they research their options through various channels in an effort to ensure they make the most educated and appropriate decision. Once the decision is made and the service is provided, the customer experience helps guarantee future business with both them and their peers.

    Regulations, privacy challenges, and increasing research and technology, have all caused the healthcare industry to change regularly. Similarly, the expectations of patients continue to change in an effort to get quicker access to information they require. The idea of patient engagement is providing patients with access and allowing them to communicate with the provider at the time and in a manner they prefer. The downfall for many providers is waiting for patients to reach out to them before they provide information. Cost-cutting measures, penalties, and potential loss of business are creating an increasing need for automation around engagement practices.

    Healthcare providers have to be able to provide a secure, efficient, and effective process to engage with patients if they hope to attract and retain their business. Whether large or small, every healthcare organization has a customer service center play a critical role in helping expand patient engagement strategies. The contact center now serves as the core of the customer service arena, and can be leveraged as a tool to achieve customer engagement excellence - if steps are taken to turn it into a platform for innovation.

    Moving to a Multi-Channel Approach

    For healthcare providers, patient engagement is the primary focus for cutting costs, reducing re-admissions, and preventing future expenses, as well as ensuring a seamless experience for all customer enquiries. By creating a multi-channel environment that invites multiple ways to engage both inbound and outbound, patients receive a more personalized level of care from the provider. Furthermore, many multi-channel implementations include self-service options to increase access to information no matter the time of day.  These channels may range from traditional modes of communication such as voice, fax, and email, to more recent channels like web chat, social media, and video. 

    Multi-channel should not be interpreted as ‘every channel.’ Given the demographic of its patient base, it is the responsibility of the provider to determine what additional channels, if any, will prove beneficial to their patient engagement strategies. For instance, simple enquiries like appointment reminders, procedure follow-ups, or refill confirmations are increasingly being made available through SMS and email. At the time of enrollment with the provider, the patient has the option to communication preference, recognizing that these preferences may differ based on the notification. This may be driven by availability or confidentiality concerns. Either way, the idea is that the patient has the choice.

    Providers should talk to patients, determine the need, and look at a scalable, paced plan to increase engagement automation. Once a plan has been put in place as to what channels to offer, how to offer them, and how to implement them, it will be important to determine an ongoing management plan. This includes staffing requirements, recognizing that not every user will be capable of handling different types of interactions. It also includes an ongoing maintenance plan for administration and reporting. Monitoring the use of current channels will help providers expand existing and future projects to create an even more effective strategy.

    Self-Service Done Right

    Interactive Voice Response (IVR) has earned a bad reputation in recent years, mainly as a result of poor implementations. Problems arise when companies do not take the time and resources to develop menus and options that actually prove beneficial to customers. If implemented correctly however, automation of the IVR can prove to be just as much, if not more, personalized than a real person. Through integration with back-end systems that contain relevant customer data, the IVR can be made more dynamic and intelligent.

    For healthcare, EMR systems or billing applications contain a wealth of patient information. As soon as a patient calls in, the IVR can be linked to relevant patient information to help drive the call or suggest why they might be calling. From recent procedures or discharges to upcoming appointments and outstanding bills, a patient journey is created through a self-service engine.

    Anytime information is made available to a patient or caregiver, it is always important to include security parameters for authenticating the caller. This may mean limiting information that is provided through the automated menu and escalating the call to a person if confidential medical information needs to be shared. It could also mean getting creative with authentication to confirm that the caller is who they say they are through recent technology like voice biometrics. No matter the implementation, self-service implemented correctly can serve as a cost-saving, convenient, personalized communication channel for providers and patients.

    Proactive Versus Reactive Engagement

    It can be easy to respond to patients only when they engage with us. What sets certain providers apart is the ability to create better relationships with patients by taking a more proactive approach to customer service. The idea that is that the organization can provide value to a patient even when they do not realize it can help expand the ongoing relationship.

    Patients trust providers with their health and well-being. This dynamic of the industry makes it even more important that the level of patient service be unique. The contact center has tools in place to help provide necessary responses to incoming interactions along with more creative outbound notifications. As the social media trend evolves, more and more organizations are using this channel to engage with customers. The same holds true with provider opportunities. Thanks to social media, patients can get additional insight about almost everything from their healthcare providers, which was previously not available.

    Additionally, proactive reminders through multichannel options like SMS, mobile applications, and email can help patients feel more in touch and educated on their health. From pre-op to post-op, to prescription reminders, to basic ‘just checking in’, automated outbound communications can serve as a great tool to talk to patients without requiring the human resources to do so.

    Call to Action

    Through increased integration, improved customer service strategies, and assessment of current business processes, organizations can make the decision to move to a more innovative and proactive strategy for patient engagement. What separates the healthcare industry from others is the idea that healthcare providers are dealing with real people, their health and well-being, and trying to do what is best for them. The services being rendered and sold are much more sensitive in nature, so a quality patient journey can be the perfect place to add personalization and care to services. And the contact center or patient service centre can serve as a great starting point and central location for this change. 

    About the author: Shaheen Haque is the Territory Manager, Middle East & Turkey at Interactive Intelligence. Originally from Bangladesh, he spent his early years being educated in London, UK and subsequently has worked in the UK and Europe for predominantly US software companies since graduating from University in 1993. The list of organizations includes SPSS (now IBM), LBS, Oracle, Seagate Software, AppSmart Software. It was his job with Micromuse (now IBM) that first brought him to Dubai. After his stint in Micromuse, he worked with IBM Middle East for a while in the Tivoli division. Then in 2007 he joined Interactive Intelligence when the company opened its first Middle East office in Dubai Internet City.

    Edited by Maurice Nagle

    By TMCnet Special GuestShaheen Haque, Territory Manager, Middle East & Turkey at Interactive Intelligence ,

    Analysts: Is IBM influx of SOA products a case of SOA gone wild? | real questions and Pass4sure dumps

    Michael Meehan, News Writer

    In the wake of IBM's latest barrage of service-oriented architecture (SOA) product announcements, analysts agree that there's a lot of Big Blue to love, but add that it could stand to go on a diet.

    With a new enterprise service bus (ESB), an Eclipse-based Web services development and integration tool, a business process engine and a Web services management product on the way, IBM plans to add a lot of products to its WebSphere line in the coming months. It also contends that its transaction-based IT install base uniquely positions it to lead SOA migrations, combining an understanding of legacy with a vision for the future.

    While analysts agree that IBM has been leading the SOA products charge, they also believe the tech giant has to refine its SOA message and bring its sometimes conflicting product set into harmony with that message.

    "The vision isn't totally cohesive, so the products are a bit of a hodgepodge," ZapThink LLC analyst Ron Schmelzer said. "It is hard for someone to buy something cohesive from IBM without services required."

    Burton Group vice president and research director Anne Thomas Manes believes IBM "missed an opportunity" with this latest SOA products push.

    "I blame that on a lack of communication between the WebSphere and Tivoli groups," she said. "ESBs and Web services management products are both Web services intermediaries; they intercept SOAP traffic and perform various functions, such as routing, message transformation, security enforcement and SLA monitoring. ESBs typically focus on the first two types of functions (routing and transformations), while WSM products typically focus on the latter two functions (security and SLA monitoring). But all WSM products also support the first two functions.

    "IBM was in a perfect position to blend the two types of systems -- produce a combination ESB/WSM product. But instead, it produced a minimalist ESB product with limited integration capabilities and no management functionality, and an advanced ESB product that is really an integration broker -- not an ESB -- and it doesn't support management either. Meanwhile, the Tivoli product won't be integrated with either one."

    Both Manes and Schmelzer questioned IBM's choice to put a lightweight ESB on the market. Manes stated, "IBM would have served its customers better by sticking to its guns and making it clear that you can't buy SOA," while Schmelzer views ESBs as a transitional category with a short shelf life.

    "ESB is an additional piece of software that you have to implement," he said. "The goal with loosely coupled services should be to get rid of middleware, not use more of it."

    Calling it "IBM's most grievous move," Manes panned the decision to build the new lightweight ESB on a completely separate communications infrastructure from the heavyweight message broker.

    "WebSphere ESB is based on WebSphere Application Server, WebSphere JAX-RPC and WebSphere JMS [Java Message Service]," she said. "WebSphere Message Broker is based on WebSphere MQ and Ascential [Software]. I don't see an easy migration path between the two."

    Overlap was a concern for Schmelzer. He noted that IBM has many products that do essentially the same thing. It has two message brokering products, multiple development tools that sometimes can perform the integration instead of the message brokering products, multiple ways to orchestrate business process and various methods of managing an SOA.

    During the announcement press conference, IBM senior vice president Steve Mills made the case that "it's not a one-size-fits-all world," but Schmelzer believes IBM needs to address the redundancy in its software group and pare it down in the name of efficiency.

    "It's still a huge grab bag of stuff," he said. "I think it's really confusing a lot of people."

    John Andrews, chief operating officer for Evans Data Corp., thinks some of the new SOA products are designed "to get people to migrate to WebSphere. It's a strategy for upward compatibility."

    Regardless of whatever fits and starts it sees in its product line, everyone agrees that IBM will continue to be out front of the SOA revolution. It's leading standards creation efforts and, despite all the WebSphere branding, it's evangelizing the central message that SOA is about building a nimble architecture, not locking yourself into a given product set.

    Schmelzer called Big Blue "the dominant force in the market." Manes agreed that "IBM has a huge advantage over other 'SOA platform' competitors, due to its huge application platform install base."

    And that install base means that IBM will be have a hand in every migration path that gets built.

    "At some point in time, someone needs to be the traffic cop," Andrews said. "Whoever owns the transactions will wield a lot of power, and that's probably going to be IBM."

    This story originally appeared on

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    IBM A2010-571 Exam (Accessment: IBM Tivoli Process Automation Engine V7.5 Implementation) Detailed Information


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