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A2180-270 - Assessment- IBM Business Process Manager Advanced V7.5, Integration Develop - Dump Information

Vendor : IBM
Exam Code : A2180-270
Exam Name : Assessment- IBM Business Process Manager Advanced V7.5, Integration Develop
Questions and Answers : 56 Q & A
Updated On : December 17, 2018
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A2180-270 Questions and Answers

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A2180-270 Assessment- IBM Business Process Manager Advanced V7.5, Integration Develop

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A2180-270 exam Dumps Source : Assessment- IBM Business Process Manager Advanced V7.5, Integration Develop

Test Code : A2180-270
Test Name : Assessment- IBM Business Process Manager Advanced V7.5, Integration Develop
Vendor Name : IBM
Q&A : 56 Real Questions

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IBM Assessment- IBM Business Process

IBM Watson functions Market may be valued at US$ 19.7 Billion by using 2027 | killexams.com Real Questions and Pass4sure dumps

IBM Watson is considered to be the first-ever commercialized cognitive computing platform, designed especially for underpinning the construction of various enterprise options. IBM Watson capabilities proceed to faucet sizeable chance in the swiftly evolving cognitive computing container, which has been reshaping the character of enterprise operations, thereby opting for their boom. research file Insights (RRI) evaluation the IBM Watson capabilities market to listing a pretty good upward push in evaluation period 2027. IBM Watson administrations are evaluated to be soldover US$ 19.7 Billion by using ending of 2027

in line with research record Insights Survey, a lot of individuals might because the price tag for a Watson-classification laptop is available in at round an affordable-sounding $three million. based on Tony Pearson, grasp inventor and senior consultant at IBM, an influence 750 server retails for $34,500.

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IBM Watson services: actual-time Decoding of customer decisions and reducing method Downtime Attributes fuelling Adoption

IBM Watson functions assist sellers in decoding buyer selections with the aid of providing insights into newest traits, and key aspects of advertising. This further enable dealers in improving the profitability, and embellishing their company efficiency. working greater without problems the usage of analytics, IoT, and cognitive computing, IBM Watson helps manufacturing flora in cutting back downtime and improving the usual operational satisfactory.

Douglas Hofstadter, cognitive scientist and Pulitzer Prize-profitable creator of Gödel, Escher, Bach, currently claimed that IBM's Jeopardy! Champion AI gadget Watson isn't true artificial intelligence. Watson, he says, is “just a textual content search algorithm related to a database, similar to Google search.

IBM Watson features: excessive increase in Healthcare with BFSI on the trail

IBM Watson’s cognitive computing or AI platform has been reforming the healthcare operations due to the fact the fresh previous. capabilities offered by using IBM Watson facilitate healthcare authorities with the aid of screening constitution & unstructured facts of sufferers, and recent facts-based mostly medicines, regulatory requirements, and satisfactory standards. IBM Watson has been constructed for churning via ever-transforming into amount of research facts, thereby promising fast marketing of latest medicine.

IBM Watson services are being extensively employed by pharmaceutical groups, tutorial associations, and clinical instruments manufacturers for drug repurposing and new drug target identification. The capabilities for AI in improving the standard high-quality and consistency of melanoma care, which has enabled physicians in spending greater time on providing care to patients, has paved lucrative alternatives for IBM Watson functions in the healthcare sector.

Fund associations are going into corporations with IBM for employing the Watson innovation in creating compelling customer managing an account arrangements. publish-development of subjective advances to deliver client capabilities, IBM Watson has offered administrations that empower fund organisations in overseeing administrative and consistence controls. coverage people can use IBM Watson benefits in brief assurance of the qualification and percentile of declare that need to be paid, along these traces deciding on more advantageous decisions and extending superior effects.

Banking, fiscal capabilities & insurance (BFSI) is estimated to trail healthcare in terms of IBM Watson capabilities market’s earnings share. at the moment, IBM Watson economic capabilities vigour capabilities apropos of the wealth administration trade, economic risk management options, and coverage features.

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IBM Watson features Momentum through Facilitating Coding of herbal Language Processing

IBM Watson language features are poised to grasp bulk shares of the market over the forecast length. IBM Watson integrates true-time computing vigour & computer gaining knowledge of, into language processing for sifting via sizeable unstructured facts, akin to social posts, journals, emails, and files, for featuring options faster. more desirable & improved realizing of communications - principally natural language processing & translation – is a key agenda of IBM Watson language capabilities, which in flip has propelled their demand amongst records centers.

within the wake of artificial intelligence (AI), in which sensible and context-specific applications have been delivered, IBM Watson imparts a wide array of features related to herbal language that allow extraction of keywords, sentiments, and entities, together with other semantic details in a offered textual content. applied sciences for computing device language translation similar to IBM Watson’s Language Translator are more likely to profit increased demand within the field of automation, whereas disrupting the global service delivery.

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execs and Cons of IBM Blueworks — with an IBM Blueworks choice | killexams.com Real Questions and Pass4sure dumps

this is about the strengths and weaknesses of IBM Blueworks BPM together with a plausible choice for Blueworks (Tallyfy). a great deal of it's borrowed from Gartner, with some portions edited and cleaned up.

Please observe this disclaimer. I’m affiliated with Tallyfy — a workflow and BPM platform which differentiates via spectacular ease-of-use, customer-facing features and flexibility to drive adoption in up to date teams.

IBM is enhancing the intelligence of its Smarter method products by utilizing complementary Watson technologies, resulting in what it calls Cognitive enterprise Operations. It additionally more desirable cloud-primarily based deployments by way of enhancements in Blueworks live and a licensing method that permits valued clientele to follow purchase credits to both on-premises or cloud models of BPM. This evaluation facilities on IBM company process manager v.eight.5.6, IBM enterprise process supervisor on Cloud, Blueworks reside, Operational choice manager (ODM) advanced v.8.7 and company monitor v.8.5.6. iBPMS initiatives additionally may also include IBM Analytical determination administration, IBM Bluemix, IBM Streams, IBM FileNet content supervisor, IBM Integration Bus, IBM MobileFirst Platform and different products.

Strengths of IBM Blueworks and IBM BPM
  • IBM presents a primarily huge set of product points, in a position to presenting virtually any feature desired to tackle the eight dimensions of the Gartner method IQ Framework. Its items help most critical trade requisites, so developers can simply combine and in shape IBM products with software from other vendors.
  • IBM is a frontrunner in determination administration and analytics, including rule processing in IBM BPM and ODM, BAM in IBM BPM and business computer screen, CEP in IBM ODM superior and IBM Streams, and advanced analysis in Watson Analytics and Watson cognitive services.
  • IBM has made it less difficult for enterprise americans to take part in building via enhancements in Blueworks reside and a new standard system Accelerator system design device. IBM company technique manager additionally helps company users execute unfamiliar or complex projects at runtime the usage of its time-honored method educate UIs.
  • Weaknesses of IBM Blueworks and IBM BPM
  • IBM BPM-based methods will also be challenging to design, configure and installation as a result of most advanced functions require combining varied items and surroundings many parameters and alternate options. IBM products overlap every other in content administration, enterprise rule processing, BAM, CEP, portal, workflow/orchestration, alerting and other capabilities.
  • client references surveyed by Gartner provided lukewarm remarks on usual satisfaction relative to some other iBPMS carriers.
  • customers report that IBM business procedure supervisor requires a comparatively high stage of talents, an issue specifically in small initiatives using the on-premises IBM products. besides the fact that children, americans with abilities in the product look like extra available than in past years.
  • alternative to Blueworks BPM — Tallyfy problem — ancient BPM makes modelling complicated

    a fine choice to Blueworks often is the skill to mannequin processes comfortably. just since you have some large BPMN model doesn’t make you clever or positive. within the end, americans can/will still need to in reality do the method, which comes all the way down to e mail/spreadsheets (except you need a 6-month IT mission). It’s with ease ridiculous to make use of BPMN in today’s age — the place individuals collaborate and don’t observe flowcharts anyway. Any option to Blueworks have to fully remove the use of flowcharts and in certain — BPMN. unlike what you’ve heard about BPMN — it’s not a “usual” in any respect — as every supplier creates their personal flavor of it. This makes the a good deal-touted “common” and “portability” element of it next to unattainable to obtain.

    Tallyfy makes use of basic lists that still have all of the elements of flowcharts difficulty — simply IT and system analysts map techniques. Managers crave precise energy to map a manner themselves

    Tallyfy is the best tool that allows for collaboration amongst any variety of role/grownup — considering most individuals consider the simplicity of the device in 60 seconds. The alternative to Blueworks is not definitely an alternative in any respect — it’s an inevitable swap.

    Tallyfy enables any one to collaborate on documenting a manner issue — no one looks at manner maps. You need your procedures to be in basic, executable list layout

    This potential you need workflow utility like Tallyfy that basically gives that simplicity, together with the vigour you need.

    Please — let’s drop flowcharts and BPMN — it’s absolutely broken and lifelesstrust a fine looking alternative to IBM Blueworks — Tallyfy

    It integrates to everything, and it in reality works for every person.

    Take a glance at a video demo of Tallyfy under, as a conceivable, person-friendly alternative to Blueworks.


    Taiwan Semiconductor Manufacturing enterprise appears Set to Win IBM Chip Orders | killexams.com Real Questions and Pass4sure dumps

    traditionally, foreign company Machines (NYSE: IBM) owned and operated its own chip manufacturing flowers and invested heavily to develop the manufacturing recipes -- called approaches -- to build its vigour and Z-series chips that energy its server and mainframe products, respectively. That changed, although, in 2015, when IBM inked a deal to promote its chip manufacturing flora and switch its know-how construction team of workers to pure-play contract chip manufacturer GlobalFoundries. 

    GlobalFoundries, on the time, had boasted that the acquisition of the IBM property "solidifies its path to superior process applied sciences at 10nm, 7nm, and beyond."

    inner an Intel chip manufacturing plant.

    extra

    inner an Intel chip manufacturing plant. image supply: Intel.

    As part of the deal, GlobalFoundries pointed out that it had agreed to an "exclusive dedication to provide IBM with one of the crucial world's most advanced semiconductor processors solutions for the subsequent 10 years." 

    "[GlobalFoundries] also gets direct entry to IBM's endured investment in world-category semiconductor research, solidifying its path to superior method geometries at 10nm and beyond," GlobalFoundries stated in a statement.

    lamentably for IBM, GlobalFoundries -- for all of its boasting -- introduced returned in August that it had put its "7nm FinFET program on hang indefinitely" and is "restructuring its analysis and construction groups to assist its more advantageous portfolio initiatives." 

    The question that naturally adopted is: "where will IBM manufacture its chips now?" 

    in response to Nikkei Asian evaluate, Taiwan Semiconductor Manufacturing enterprise (NYSE: TSM) is "poised to at ease a crucial order from IBM for top class server chips, validating the company as a significant challenger to world chipmaker Intel in the high-value records core market."

    Citing Trendforce analyst Liu Chia-hao, Nikkei Asian overview says Intel "substances 96% of the chips used in records core servers."

    IBM's latest POWER9 and Z14 processors -- chips which are utilized in IBM servers and mainframes, respectively -- are manufactured the use of a unique technology called 14HP. That technology, according to WikiChip, "combines IBM-developed SOI [silicon-on-insulator] front-conclusion-of-line (FEOL) with [GlobalFoundries'] center-of-line (MOL) and back-end-of-line (BEOL) borrowed from their 14nm bulk process." 

    The successors to those chips, in light of the Nikkei Asian overview report, may still be manufactured in the high-performance variant of TSMC's 7nm technology. TSMC has pointed out that it offers "two 7nm FinFET tracks: one optimized for mobile applications, the other for high performance computing purposes." 

    If Nikkei Asian assessment is relevant, this arrangement should still in the end be win-win for each IBM and TSMC. IBM -- considering that GlobalFoundries is out of the game -- needs a in a position new chip manufacturing associate to supply its chip designs, and TSMC fits that invoice. TSMC would stand to improvement as a result of scoring these orders would convey it profits and income that it failed to have earlier than. 

    based on a product highway map posted via IBM again in August (via HPCwire), the business plans to introduce an more desirable edition of its POWER9 processors -- with a purpose to, once again, be manufactured the usage of 14nm know-how -- in 2019. Then, in "2020+," the company intends to launch its POWER10 processors. So, assuming that IBM really is tapping TSMC to construct its the subsequent-generation chips, TSMC buyers probably mustn't are expecting salary contribution from them for a while yet. 

    extra From The Motley idiot

    Ashraf Eassa has no place in any of the shares outlined. The Motley idiot has no place in any of the stocks outlined. The Motley idiot has a disclosure coverage.


    A2180-270 Assessment- IBM Business Process Manager Advanced V7.5, Integration Develop

    Study Guide Prepared by Killexams.com IBM Dumps Experts


    Killexams.com A2180-270 Dumps and Real Questions

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    A2180-270 exam Dumps Source : Assessment- IBM Business Process Manager Advanced V7.5, Integration Develop

    Test Code : A2180-270
    Test Name : Assessment- IBM Business Process Manager Advanced V7.5, Integration Develop
    Vendor Name : IBM
    Q&A : 56 Real Questions

    brief, complete and genuine Q&A bank of A2180-270 examination.
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    Assessment- IBM Business Process Manager Advanced V7.5, Integration Develop

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    KMWorld Trend-Setting Products of 2011 | killexams.com real questions and Pass4sure dumps

    Sep 1, 2011

    In our September 2003 issue, we introduced the first list of trend-setting products. At the time, we thought sorting the products into specific categories-document management, business process management, enterprise search, content management, portals, smart enterprise suites, etc.-was appropriate, and we'd help bring order to the landscape. But even then the lines were blurring, of course, so we abandoned that strategy in 2004. They are even more blurry now.

    The juggernaut of consolidation keeps charging along, so what were single-point solutions a decade ago now include a broad spectrum of capabilities. A Web content management system, for example, contains functionality for, say, collaboration, social media, analytics, records management, etc. Enterprise search is a tool for text mining, sentiment analysis, legal discovery, big data and more. So, as we continue to emphasize, knowledge management isn't an application per se, it's  an attitude, an approach to delivering the right information to the right people throughout the entire constituency chain, users and customers alike.

    For this year's list, the judging panel of colleagues, analysts, system integrators and users evaluated more than 800 products. Although the products on the list cover a host of technology areas, they share one thing in common: Each has helped create, define, enhance or sustain a market.

    As in years past, assembling the list involves a yearlong collaborative effort that culminates with a series of conference calls to finalize the list that follows. It's a big job and a certainly lively and sometime contentious process. All of us have our prejudices based on specific areas of interest/expertise, and because the panel requests anonymity to avoid the onslaught of e-mail, I make the final decision. Trust me, people have tried to bully their way on the list, which isn't a good strategy. Receiving unsolicited recommendations from customers is, however. After all, it's the needs of the market that should identify a trend. Further descriptions of selected Trend-Setting Products begin on Page 18, September KMWorld 2011, Vol 20, Issue #8 and are also linked online within the company description:

    A2iA: A2iA DocumentReader-classification, keyword spotting and extraction of information from handwritten letters and loosely structured fields within forms.

    ABBYY: FineReader Online-an online OCR service to provide conversion of text from scanned, photographed images and PDFs into editable Word, Excel, RTF, TXT and searchable PDF documents. Click here for more product details.

    AccessData Group: AccessData eDiscovery-automated, repeatable and defensible electronic data discovery from litigation hold to production. Click here for more product details.

    Accusoft Pegasus: Prizm Viewer-document and image viewing within Internet Explorer, Firefox and Mozilla browsers.

    Acquia: Acquia Network-software and services to create and maintain Web experiences built on Drupal. Click here for more product details.

    Alfresco: Alfresco Team-content collaboration product that includes iOS apps for the iPad and iPhone.

    Altep: Inspicio-document review platform capable of providing access to any document type.

    Alterian: Content Manager-software designed to build and manage branding strategies across websites, e-mail campaigns and social media channels.

    AnyDoc Software: CAPTUREit-standalone document capture application or component of an end-to-end OCR for AnyDoc automated document and data capture and processing solution. Click here for more product details.

    Appian: BPM Suite-comprehensive business process management software on the desktop and mobile devices in the cloud and on premise.

    Applied Knowledge Group: KM Solutions built on SharePoint-collaboration and knowledge management solutionsfor government, commercial and non-profit clients

    ArcMail: ArcMail Guardian-cloud-based e-mail archiving solution that automatically encodes, indexes and archives all inbound, outbound and internal mail.

    ASG Software: ViewDirect Suite-scalable, full-featured archiving platform.

    Attensity: Respond 5.1-multichannel customer engagement application.

    Attivio: Active Intelligence Engine-extends enterprise search capabilities across documents, data and media.

    Autonomy: ControlPoint-centralized policy hub for enforcing compliance policies on distributed content, including  content residing in ECM applications.

    AvePoint: DocAve Software for SharePoint-fully integrated solution for SharePoint life cycle management.

    BA Insight: Longitude Search and Longitude Connectors products-securely extend Microsoft SharePoint and FAST Search to more than 30 enterprise systems.

    Box.net: Cloud Content Management-allows sharing, managing and accessing all business content in the cloud.

    BP Logix: Process Director-defines, automates and reports on business processes.

    Brainware: Globalbrain Enterprise Edition-intelligent data capture and enterprise search.

    Bridgeline Digital: iAPPS Product Suite-complete SaaS and on-premise Web content management including e-commerce, e-marketing and analytics. Click here for more product details.

    Clarabridge: Sentiment and Text Analytics Platform-data acquisition through linguistic processing and enterprise reporting in an integrated environment. Click here for more product details.

    Concept Searching: conceptClassifier for SharePoint-automatic document classification and enterprise class taxonomy management. Click here for more product details.

    Connotate: Agent Community-content acquisition and management software platform enabling users to transform Web content into information assets.

    Consona: Consona KM 8.0- a true knowledge management solution with enhanced usability for administrators and knowledge authors and editors with tools for the internationalization of knowledge content.

    Content Analyst: Content Analyst Analytical Technology (CAAT)-advanced text analytics in a scalable platform designed to cope with massive amounts of unstructured data. Click here for more product details.

    Coveo: Coveo Knowledge 360 Solutions for Customer Service-enables access to actionable knowledge from organizations' information.

    Darwin Ecosystem: Awareness Engine-tracks Web and Enterprise 2.0 events, discovers emerging trends and gains faster understanding of complex issues over time.

    Datameer: Analytics Solution-business user-focused BI platform for big data analytics using Apache Hadoop.

    Denodo: Data Virtualization and Data Federation-creates virtual, real-time single views from disparate, heterogeneous data sources.

    eGain: Interactive Sales Suite-converts online visitors to buyers with proactive contextual offers across consumer lifecycle . Click here for more product details.

    Ektron: CMS400.NET-a platform with complete functionality to create, deploy and manage full-featured, global Web sites.

    EMC: SourceOne Suite-family of products and solutions for archiving, e-discovery and compliance to centrally manage multiple content types in order to apply content governance.

    Endeca: Endeca Latitude- foundation upon which configurable, search-based business applications can be built and deployed.

    EPiServer: CMS 6-combines tools for online engagement through content, community, communication and commerce.

    Equilibrium: MediaRich ECM for SharePoint 2010 Online-visualizes more than 400 different document, image video and audio file types in SharePoint Team Portal.

    Exalead: CloudView 360- information access for the enterprise and the Web with advanced data extraction, indexing and text analytics.

    Exsys: Corvid-interactive Web-enabled knowledge automation expert systems. Click here for more product details.

    Exterro: Fusion-integrated e-discovery, legal hold and litigation management software platform.

    Fabasoft: Fabasoft Mindbreeze Enterprise-unified organizationwide access to information through indexing and searching data sources such as e-mail systems, file systems, databases, document management systems, intranet and the Internet. Click here for more product details.

    Findwise: Findwise Findability Solutions-software for intranets, Web, e-commerce and applications to help make information easily accessible to both company employees and their customers. Click here for more product details.

    FTI Technology: Acuity-outsourced document review offering for corporations and law firms. Click here for more product details.

    Global 360 (now OpenText): processView-cloud-based forum to collaborate on process discovery.

    GlobalNet Services Inc.: Google Search Solutions-search optimization, clustering, security and personalization for structured and unstructured data. Click here for more product details.

    HiSoftware: Compliance Sheriff-content compliance testing, monitoring and reporting against standards-based policies for privacy, accessibility, social computing, brand integrity, site quality and operational security.

    HP: HP TRIM 7-a records management system with SharePoint support providing a scalable, policy-driven foundation for information governance strategies.

    IBM: Content Manager-imaging, digital asset management, Web content management and content integration for multiple platforms, databases and applications.

    iDatix: iSynergy-integrated content management designed to manage content and simplify workflow.

    IGLOO Software: Enterprise Social Networking-integrated suite of content, collaboration and knowledge management tools within a single, secure social business platform.

    InQuira: Customer Experience Services-expert resources focused on optimizing and enhancing an InQuira implementation through proactive, strategic business insights and technical expertise to maximize system uptime.

    Integrify: Integrify 5.0-lean business process management with available SharePoint API kit and plug-in.

    IntelliResponse: IntelliResponse Answer Suite-enhances consumer experience across a variety of interaction channels, including corporate Web sites, agent desktops, social media platforms and mobile devices.

    Intrafind: iFinder Enterprise Search-solutions and consultancy services for enterprise search, information access and text mining.

    ISYS Search Software: ISYS Document Filters-an embeddable set of document filters for extracting text from a comprehensive library of file, container and e-mail formats. Click here for more product details.

    Jive Software: Engage Platform-robust enterprise social networking platform.

    JustSystems: XMetaL-enables content creators to create, collaborate and reuse information that can be repurposed into languages and formats required by customers.

    Kofax: Kofax Capture 9.0-full-featured platform allowing users to automate the deployment and updating of the software, their applications and any customizations from a central server.

    Metalogix: Content Lifecycle Management for SharePoint-on-premise or cloud-based solution to move, store and manage Microsoft content. Click here for more product details.

    Metastorm (now OpenText): Enterprise-aligns business strategy with execution while optimizing the types and levels of business resources it uses.

    MicroLink: Information Fusion and Discovery-collaboration and search designed to support growing information and the need for increased data availability.

    Microsoft: SharePoint 2010-the versatile platform that continues to spawn an ecosystem of partners extending its capabilities.

    Moxie Software: Spaces-social networking software for the enterprise.

    Mzinga: OmniSocial-a broad, single-platform suite designed to facilitate community building, collaboration and knowledge sharing across the organization. Click here for more product details.

    NavigationArts: Content Management Solutions-software engineered to deliver intuitive online experiences consistent with brand expectations and offline interaction.

    NewsGator: Social Sites 2.0-enterprise collaboration software designed for easy integration with SharePoint 2010.

    Noetix: NoetixViews-simplifies report development against Oracle enterprise applications by automatically creating business views of the underlying database. Click here for more product details.

    Nunwood: Fizz Knowledge Management-allows organizations to optimize their existing knowledge work across research studies, competitor intelligence, external news subscriptions and internal working groups.

    Omtool: AccuRoute-document handling platform that captures, converts and distributes paper and electronic documents.

    OpenText: ECM Suite-robust platform addressing all management capabilities needed to handle each type of enterprise content-including business documents, records, Web content, digital, e-mail, forms, reports, etc.

    Oracle: Enterprise Manager 11g-integrated IT management designed to increase business productivity and efficiency.

    Pegasystems: Case Management Solutions-allow organizations to quickly define case solutions and manage their work.

    Percussion: CM1-allows business users to directly create, launch and maintain robust websites.

    Project Performance Corp.: KM Solutions-consulting and IT solutions with an emphasis in the areas of environment and energy.

    Qontext: Qontext for NetSuite-a full collaboration portal within NetSuite.

    Raytion: Enterprise Search Connectors-family of vendor-independent enterprise search connectors that enable secure and easy retrieval of business-critical information.

    Recommind: Axcelerate eDiscovery-precisely identifies key documents quickly while automatically assessing document responsiveness, privilege and issue relation before the review process begins.

    Reprints Desk: STM Document Delivery-simplifies single article procurement, with copyright-compliant, same-day delivery. Click here for more product details.

    RightAnswers: Unified Knowledge Platform-provides a knowledgebase for IT support and a knowledge foundation for the organization.

    RightNow: RightNow CX-a customer experience suite designed to deliver comprehensive customer experience applications that drive revenue, increase efficiency and build loyalty.

    Rivet Logic: ECM Solutions-transform traditional content repositories and static intranets into collaborative work environments through open source functionality. Click here for more product details.

    RSD: RSD GLASS-governance solution engineered to help organizations manage corporate risk and improve operational efficiency. Click here for more product details.

    salsaDev: salsaAPI-full range of automated text analysis and content enrichment services, including auto-tagging and auto-classification capabilities.

    SAS: SAS Text Analytics, SAS Rapid Predictive Modeler-extract relevant information to reveal patterns, sentiments and relationships among documents; allow business analysts and subject matter experts to generate predictive models based on specific needs and business scenarios.

    SDL: SDL Tridion-complete, global Web content management solutions;  SDL TrisoftTM and SDL LiveContentTM-an intelligent and interactive platform for delivery of technical content. Click here for more product details.

    Search Technologies: Search Application Assessment Process-detailed analysis, reporting of organizational search solutions, including open source options.

    Sinequa: Enterprise Search 7.0-Semantic and linguistic search based on vector modeling of the key meaning of documents.

    Siteworx: Enterprise Search Consulting-advice about implementation and integration of enterprise search solutions.

    Smartlogic: Semaphore-combines ontology management, classification, text mining and semantic analysis in a search application framework.

    Socialtext: Version 4.6-intranet-centric software designed to increase insight and enhance social networking inside the organization.

    Sophia Search: SOPHIA-understands different contextual meanings for a query and intelligently returns results organized in structured, thematic folders.

    SpringCM: Content Management Service-cloud-based content, document and workflow management solutions.

    SpringSense: Enterprise Search Solution-recognizes the meaning of text through context rather than relying solely on keywords.

    StoredIQ: Risk Assessment Service for SharePoint-information intelligence solution for handling legal risks within SharePoint environment.

    Symantec: AntiVirus Corporate Edition-threat protection to detect viruses, Trojans horses, spyware, etc.

    Synaptica: Version 7.2-visualization suite including tools to help streamline and automate building and deploying taxonomies.

    Telligent: Telligent Enterprise, Version 3.0-social community application for employees, enabling corporate communication, networking, collaboration and innovation.

    Traction Software: TeamPage 5.2-enables searching both external sources and TeamPage's Social Enterprise Web to discuss, tag, task, share and badge internal or external content.

    Vivisimo: Customer eXperience Optimization (CXO)-connects customer-facing professionals with information required for successful customer, partner and sales prospect interactions.

    Wall Street Network: WSN Insight 2011 R2 for SharePoint-allows corporate collaboration within an organization by proactively pursuing each user's input targeted by each employee's skill sets. Click here for more product details.

    Workshare: Workshare Professional-document control management of multi-person document reviews, metadata removal, secure PDF creation and sharing, and complete information security.

    Xenos (a division of Actuate): Xenos Enterprise Server-document and data transformation services to lower operational costs and complexity and improve customer service.

    ZyLAB: eDiscovery Software-proven software and services tailored to any environment, either outsourced or in-house.  


    Achieving CMMI Levels 2 and 3 with LabVIEW | killexams.com real questions and Pass4sure dumps

    As a result of the PC revolution, a flurry of standards and processes emerged to address software and system development. Nearly every standards body, industry, and government organization developed their own guidelines to tackle a range of issues; many of which had significant overlap. This became a burden to organizations due to the costs associated with training, certification, and assessments. Further complications arose due to the differences in terminology between guidelines. To address this problem, the Software Engineering Institute (SEI) at Carnegie Mellon University, with the help of the DoD (Department of Defense) and industry leaders, created the Capability Maturity Model Integration (CMMI) initiative. While the goals and concepts behind CMMI are independent of programming languages, the implementation and tools used for process adherence will need to vary between National Instruments LabVIEW graphical development environment and text-based languages in order to account for differences in the code created. This paper highlights these differences and provides tips and techniques for meeting the CMMI requirements with NI LabVIEW.

    This document is supplied by Select National Instrumens Alliance Partner V I Engineering

    1. What is CMMI?

    The purpose of CMMI is to provide guidance for improving an organization’s processes and its ability to manage the development, acquisition, and maintenance of products or services. CMMI places proven approaches into a structure that helps companies appraise organizational maturity or process area capability, establish priorities for improvement, and implement these improvements. There are multiple CMMI models available. Consequently, you need to be prepared to decide which CMMI model best fits your organization’s process improvement needs. The place to start is to select which disciplines you want to include in your process improvement program and select a model representation. The two representations are staged and continuous. 1

    Since LabVIEW as a language is focused on the test and measurement community, the most applicable disciplines are in the CMMI-SE/SW model which stands for Systems Engineering and Software Engineering. Choosing a representation for the CMMI-SE/SW model largely depends on the organization’s requirements. The continuous representation enables organizations to select which process areas are best suited for continuous improvement and pursue them in any order. The staged representation is designed to provide maximum benefit through an implementation sequence of stages or Maturity Levels (ML). It also requires an organization to satisfy all process areas in a given ML before advancing to the next level. It is expected that all DoD divisions and contractors select the staged representation due to DoD requirements. Both representations are comprised of the same process areas.

    This paper will assume the adoption of the staged representation. The staged representation consists of the following five levels.

    Level 1 – Initial.

    The software process is characterized as ad hoc, and occasionally even chaotic. Few processes are defined, and success depends on individual effort and heroics.

    Level 2 – Repeatable.

    Basic project management processes are established to track cost, schedule, and functionality. The necessary process discipline is in place to repeat earlier successes on projects with similar applications.

    Level 3 – Defined.

    The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process for the organization. All projects use an approved, tailored version of the organization's standard software process for developing and maintaining software.

    Level 4 – Managed.

    Detailed measures of the software process and product quality are collected. Both the software process and products are quantitatively understood and controlled.

    Level 5 – Optimizing.

    Continuous process improvement is enabled by quantitative feedback from the process and from piloting innovative ideas and technologies.2

    Each level, with the exception of 1, is comprised of multiple process areas. In a staged representation all process areas in a given level must be successfully met in order to achieve that level. Each process area is comprised of specific goals and a single generic goal; all of which must be met in order to successfully meet that process area. The generic goal is the same for all process areas within a given level, whereas specific goals are unique to the associated process area. Specific goals and generic goals are then comprised of specific practices and generic practices, respectively, and are considered expected model components. Expected components describe what an organization will typically implement to achieve a required goal. Either the practices as described, or acceptable alternatives to them, are expected to be present in the planned and implemented processes of the organization before goals can be considered satisfied.

    Figure1. CMMI Model Components

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    2. Benefit or Burden

    While CMMI at first glance may appear to be a burden, there are a number of documented cases to prove otherwise. Below are a few of the actual results realized after implementing CMMI.3

  • Reduced Cost
  • 20% reduction in unit software costs (Lockheed Martin M&DS)
  • Decreased Development Time
  • Decreased the average number of days late from approximately 50 to fewer than 10 (General Motors)
  • Increased Quality
  • Reduction in defects found from 6.6 per KLOC (1000 Lines of Code) to 2.1 over 5 causal analysis4 cycles (Northrop Grumman)
  • Improved Customer Satisfaction
  • While results will vary between organizations and maturity level, nearly all organizations analyzed achieved a positive return.

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    3. Achieving Level 2 per CMMI SE/SW - Staged

    To achieve CMMI Level 2 an organization must meet the Generic Goals (GG) and Specific Goals (SG) for 7 process areas. Those areas are:

  • Requirements Management
  • Project Planning
  • Project Monitoring and Control
  • Supplier Agreement Management
  • Measurement and Analysis
  • Process and Product Quality Assurance
  • Configuration Management
  • Generic Goals

    The GG for all process areas in level 2 is to Institutionalize a Managed Process, which consists of 10 Generic Practices (GP).

    GG 2 Institutionalize a Managed Process

    GP 2.1 Establish an Organizational Policy

    GP 2.2 Plan the Process

    GP 2.3 Provide Resources

    GP 2.4 Assign Responsibility

    GP 2.5 Train People

    GP 2.6 Manage Configurations

    GP 2.7 Identify and Involve Relevant Stakeholders

    GP 2.8 Monitor and Control the Process

    GP 2.9 Objectively Evaluate Adherence

    GP 2.10 Review Status with Higher Level Management

    For some organizations, meeting this GG simply requires mapping their current processes to the generic practices. As noted earlier, many test and measurement organizations fail to have detailed processes and thus require more assistance.

    For those organizations, the VISTA consulting services are available to assist in a three phased approach. The first phase (Analysis) consists of a process assessment to understand the organizational goals, current development processes, development and process tools, and the guidelines which may be mapped to CMMI with minimal alteration. The result of this phase is a structured improvement plan to achieve ML 2 and the creation of a vision team. The second phase (Development) consists of mapping available guidelines to the generic and specific practices within each process area. Where there aren’t any guidelines in place, the VISTA consulting services will provide documentation and tailor it to meet both CMMI and customer requirements. During this phase, the development lifecycle (Modified Waterfall, Staged, etc) is defined to match organizational goals and project development. In this phase, tools are also selected as needed to assist with GP 2.6, 2.8, and 2.9. The final phase (Implementation) consists of implementation of the process, documentation, guidelines, and tools. This phase includes training for the organization on the process, process related tools, and development guidelines. It is typical at the conclusion of this phase to provide an analysis of what is needed to achieve the next set of goals.

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    4. Requirements Management

    Requirements Management (RM) is the ability to manage requirements and the change impact throughout the development lifecycle. This is extremely important in a lifecycle process based on iterative development since changes are ongoing. The single goal within the RM process area is to manage requirements. The goal is further defined as “Requirements are managed and inconsistencies with project plans and work products are identified.” To assist in implementing the SG 1, CMMI lists five specific practices:

    SG 1 Manage Requirements

    SP 1.1 Obtain an Understanding of Requirements

    SP 1.2 Obtain Commitment to Requirements

    SP 1.3 Manage Requirements Changes

    SP 1.4 Maintain Bidirectional Traceability of Requirements

    SP 1.5 Identify Inconsistencies between Project Work and Requirements

    SP 1.1 and 1.2 require a defined process to capture requirements and ensure their feasibility. Once the requirements are accepted, they need to be managed for changes. SP 1.3, 1.4, and 1.5 address this process. Once a requirement is changed, there must be a way to understand the impact that change will have on other requirements and work products. This link is often referred to as traceability. With bidirectional traceability it is then easy to identify discrepancies between work products and the requirements. It is possible to meet SP 1.3, 1.4, and 1.5 through intensive manual tracking and involvement. Unfortunately, this approach is prone to human error and can be costly for a large group. There are a variety of commercial off-the-shelf (COTS) packages available to assist in meeting these three areas with prices ranging from a few hundred dollars to many thousands per user. High-end users may be interested in tools such as IBM Requisite Pro or Telelogic Doors. These tools are further enhanced with integration to the LabVIEW development environment through VISTA to ensure bidirectional traceability between requirements, test plans, and VIs. For those users that aren’t interested in the high-end tools, an easy solution utilizes a Source Code Control (SCC) provider, such as Microsoft Visual SourceSafe or IBM ClearCase, with the VISTA Traceability Tracker. Both solutions may be tailored to meet CMMI requirements; therefore, the VISTA Consulting Services are available to help devise a solution to fit each customer’s needs.

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    5. Project Planning

    The Project Planning (PP) process area consists of three specific goals. These goals are focused on creating reliable estimates, developing a project plan based on those estimates, and gaining commitment to the plan by the stakeholders. Since changes are likely to occur throughout the project, a plan needs to be devised to address changes. Each goal consists of a number of specific practices designed to assist with implementation.

    SG 1 Establish Estimates

    SP 1.1 Estimate the Scope of the Project

    SP 1.2 Establish Estimates of Work Product and Task Attributes

    SP 1.3 Define Project Life Cycle

    SP 1.4 Determine Estimates of Effort and Cost

    SG 2 Develop a Project Plan

    SP 2.1 Establish the Budget and Schedule

    SP 2.2 Identify Project Risks

    SP 2.3 Plan for Data Management

    SP 2.4 Plan for Project Resources

    SP 2.5 Plan for Needed Knowledge and Skills

    SP 2.6 Plan Stakeholder Involvement

    SP 2.7 Establish the Project Plan

    SG 3 Obtain Commitment to the Plan

    SP 3.1 Review Plans that Affect the Project

    SP 3.2 Reconcile Work and Resource Levels

    SP 3.3 Obtain Plan Commitment

    There are a variety of methods and tools available to meet SG 1 for software projects, such as COCOMO, Delphi, SEER, and others. Each method requires a variety of inputs to assess risk, size, and other factors. Many of these inputs are dependent on historical data from similar projects. Without reliable historical data the chances of creating an accurate estimate diminish quickly. Therefore, it is important to have access to past projects’ metrics. For LabVIEW, this is easily accomplished through the VISTA Metrics Tracker which keeps track of nodes, GOBS, and man-time spent by project, user, and lifecycle phase.

    Once a reliable estimate is established, a project plan is needed to monitor progress and ensure successful completion. Developing this plan requires a defined process to account for potential issues such as project risks, data management, resources, skills, and stakeholder involvement. COTS packages such as MS Project and Primavera are useful in developing the initial plan to a corresponding budget and schedule requirements.

    The last goal within the PP process area is Obtain Commitment to the Plan. This includes getting commitment to the initial plan and any and all future modifications. Due to this requirement, SG 3 needs to be closely linked to the Requirements Management and Configuration Management process areas to ensure traceability and commitment to the correct plan.

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    6. Project Monitoring and Control

    After a project plan is established and the project begins, the Project Monitoring and Control (PMC) process area accounts for quantifying progress and providing corrective actions based on actual versus plan deviations. The process area consists of two specific goals and specific practices to assist with implementation of each:

    SG 1 Monitor Project Against Plan

    SP 1.1 Monitor Project Planning Parameters

    SP 1.2 Monitor Commitments

    SP 1.3 Monitor Project Risks

    SP 1.4 Monitor Data Management

    SP 1.5 Monitor Stakeholder Involvement

    SP 1.6 Conduct Progress Reviews

    SP 1.7 Conduct Milestone Reviews

    SG 2 Manage Corrective Action to Closure

    SP 2.1 Analyze Issues

    SP 2.2 Take Corrective Action

    SP 2.3 Manage Corrective Action

    In order to meet SG 1, an organization must have metrics to monitor the project against. Therefore, this process area is closely linked to the Measurement and Analysis process area which defines the metrics to be used for project plans and project monitoring. Examples of metrics for project monitoring include SLOC, GOBS, nodes, status, hours, issues, and earned value. It is often useful to track multiple metrics to gain more insight into the actual performance. For LabVIEW the best way of tracking actual results is through the VISTA Project Management Tool and Metrics Tracker which records time, GOBS, nodes, status, and issues and compares it by user, file, and life cycle phase. These results may then be displayed through built-in actual versus planned reports or exported to MS Project for progress and milestone reviews.

    In order to meet SG 2, an organization must have a process to address issues and deviations from the plan once they occur. There are a number of COTS-based tools to help automate issue tracking from inception to resolution. The benefits of these tools are heavily based on the quantity of issues and the size of the organization. Many smaller organizations are successful by implementing issue tracking spreadsheets controlled with configuration management (CM). For LabVIEW developers the VISTA Issue Tracker is integrated within the development environment, enabling developers to easily assign and review issues for specific VIs or the project.

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    7. Supplier Agreement Management

    One area that is often neglected in a process improvement plan is Supplier Agreement Management (SAM). While an organization may be highly efficient in developing and managing their internal tasks, the overall project could be at risk if the suppliers are not able to deliver an acceptable solution. Within the SAM process area are two goals:

    SG 1 Establish Supplier Agreements

    SP 1.1 Determine Acquisition Type

    SP 1.2 Select Suppliers

    SP 1.3 Establish Supplier Agreements

    SG 2 Satisfy Supplier Agreements

    SP 2.1 Review COTS Products

    SP 2.2 Execute the Supplier Agreement

    SP 2.3 Accept the Acquired Product

    SP 2.4 Transition Products

    To meet SG 1, an organization must have a process to determine the source of products (COTS, internal, outsource), then evaluate the available suppliers on predetermined criteria and finally establish a formal agreement to set expectations. With supplier agreements in place, the organization must ensure that the desired supplier’s products or services meet all of the requirements of the project. Once determined, the organization may proceed in executing the agreement. Prior to final acceptance, the organization must once again ensure that the delivered product or service meets the requirements outlined in the agreement. After acceptance, the organization must integrate the product or service into the project. To assist in meeting the Supplier Agreement Management process area, the VISTA Consulting Services offer custom plans and templates to meet SG 1 and 2.

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    8. Measurement and Analysis

    The purpose of the Measurement and Analysis (MA) process area is to create quantifiable results for all aspects of the engineering, management, and business areas. These results are the basis for many other process areas, including: Project Planning, Project Monitoring and Control, and Quantitative Project Management (ML 3). The initial focus of the MA process area is at the project level; however, the results may prove useful in addressing organizational and/or enterprise-wide needs.5 The MA process area includes two specific goals and many specific practices to guide implementation.

    SG 1 Align Measurement and Analysis Activities

    SP 1.1 Establish Measurement Objectives

    SP 1.2 Specify Measures

    SP 1.3 Specify Data Collection and Storage Procedures

    SP 1.4 Specify Analysis Procedures

    SG 2 Provide Measurement Results

    SP 2.1 Collect Measurement Data

    SP 2.2 Analyze Measurement Data

    SP 2.3 Store Data and Results

    SP 2.4 Communicate Results

    To successfully implement SG 1, an organization needs to understand improvement objectives and devise a method of measuring those objectives. For LabVIEW, there are a variety of measures available to meet specific improvement objectives. The following table outlines a sample list of project objectives and corresponding measures.

    Table 1. Measurement Objectives and Measures

         Objective

        Measure

     Monitor Development Progress

    Man Time Spent

     

    GOB 

     

    Nodes

     Monitor Budget

    Cost 

     

    Earned Value

     Monitor Quality

    Defects

     

    Peer Review Coverage 

     

    Path Coverage 

    Monitor Complexity 

     Cyclomatic Complexity

    Once the measures are defined, SG 2 requires a process to collect, analyze and report results. For LabVIEW projects this is easily accomplished through integration of the VISTA Metrics Tracker with the VISTA Project Management Tool and MS Project.

    Process and Product Quality Assurance

    The purpose of Process and Product Quality Assurance (PPQA)is to provide staff and management with objective insight into processes and associated work products. The practices in the PPQA process area ensure that planned processes are implemented, while the practices in the Verification (ML 3) process area ensure that the specified requirements are satisfied. These two process areas may on occasion address the same work product but from different perspectives. Projects should take care to minimize duplication of effort.6

    SG 1 Objectively Evaluate Processes and Work Products

    SP 1.1 Objectively Evaluate Processes

    SP 1.2 Objectively Evaluate Work Products and Services

    SG 2 Provide Objective Insight

    SP 2.1 Communicate and Ensure Resolution of Noncompliance Issues

    SP 2.2 Establish Records

    To successfully meet SG 1, an organization needs to develop a plan to objectively evaluate the processes and products. An organization may evaluate the processes and products by using predefined criteria to measure adherence to process descriptions, standards and procedures. For products, it is important to complete the evaluations at incremental milestones and prior to customer delivery. After completing the evaluation an organization must communicate the results to relevant stakeholders, address all noncompliance issues, and establish records to meet SG 2.

    Configuration Management

    The purpose of the CM process area is to ensure the integrity of processes and products throughout the project lifecycle. This is accomplished through the implementation of three specific goals and many specific practices:

    SG 1 Establish Baselines

    SP 1.1 Identify Configuration Items

    SP 1.2 Establish a Configuration Management System

    SP 1.3 Create or Release Baselines

    SG 2 Track and Control Changes

    SP 2.1 Track Change Requests

    SP 2.2 Control Configuration Items

    SG 3 Establish Integrity

    SP 3.1 Establish Configuration Management Records

    SP 3.2 Perform Configuration Audits

    The first step in meeting the CM process area is the establishment of baselines7. The CM process must first outline which items are required parts of a baseline. Typical configuration items may consist of code, support files (.mnu, .ini, .dll), documentation, requirements, and process guidelines. Once the configuration items are identified, organizations need to store the configuration items in a CM system. The CM system is responsible for tracking and controlling changes to configuration items in a central repository. There are a number of COTS CM repositories such as Microsoft Visual SourceSafe and Rational ClearCase. When combined with the COTS CM repositories, the VISTA Configuration Management and Project Management Tools offer the easiest solution to create, restore, and deploy baselines for LabVIEW applications.

    To meet SG 2, an organization requires a defined process to track and control changes. Once a change request occurs, the impact of the change should be assessed in order to make corrective action to the project plan. Once a change is approved and made, the baseline must be updated.

    The final step in implementing the CM process area is establishing integrity of the baseline. The first part to establish integrity is to maintain records about the configuration items. One way to accomplish this is to assign a status to each configuration item and version. The second part to establish integrity is through configuration audits. The role of the audits is to ensure the integrity of the items in the CM system and the baselines deployed. When deploying LabVIEW source code instead of executables, the best way to meet SG 3 is with the VISTA Configuration Management Tools and Integrity Tracker, which include an integrity check algorithm to ensure files match the correct baseline.

    Level 2 Summary

    In order to meet Maturity Level 2, an organization needs to have well defined processes for each process area, tools to meet or automate processes, and training. For organizations that find implementing all of the areas at once difficult, choosing a few focus areas and the continuous representation may be a better choice. With over 100 man years of LabVIEW experience, process improvement tools, and advanced training options, the VISTA team is available to assist any organization in meeting their CMMI and process improvement goals.

    In Figure 2, CMMI Implementation with VISTA shows an example of how VISTA can help an already structured development team improve to meet CMMI Level 2 and begin a foundation to meet Level 3.

    Figure 2. CMMI Implementation with VISTA

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    9. Planning for Level 3

    Achieving Level 2 is a large accomplishment for most organizations resulting in a vast array of benefits. For other organizations, Level 2 is just the beginning for continuous process improvement. While Level 2 focuses on creating a process to manage projects in order to gain repeatable results on similar projects, Level 3’s goal is to create a process for the entire organization that not only defines how to manage the project but how to develop and test it as well. Since the goal is to have a single process for the entire organization, it is important to define and tailor guidelines to accommodate all types of projects.

    To achieve Level 3, an organization must meet 11 new process areas. In addition, the organization must implement a new GG for all Level 2 process areas. The goal is to institutionalize a defined process; the process used for each process area must be part of the organizational standard process or a tailored version thereof, and the used process must contribute to building the organizational assets. Meeting this GG does not require the addition of new tools, but does require the creation of a more tightly coupled process for the entire organization and appropriate tailoring guidelines. The 11 new process areas that comprise Level 3 are:

    Requirements Development

  • Technical Solution
  • Product Integration
  • Verification
  • Validation
  • Organizational Process Focus
  • Organizational Process Definition
  • Organizational Training
  • Integrated Project Management
  • Risk Management
  • Decision Analysis and Resolution
  • Since Level 3 is focused on creating a process for the entire organization, a Level 3 process should not be affected by the differences between developing a LabVIEW program or building an instrument. Instead, these differences need to be addressed through tailoring guidelines specific to each type of project. Instead of going through each process area, the remaining portion of this paper will highlight four specific process areas that may require tailoring for LabVIEW projects or where tools are available to aid in adherence. These process areas are Technical Solution, Verification, Validation, and Risk Management.

    Technical Solution

    Achieving Level 2 is a large accomplishment for most organizations resulting in a vast array of benefits. For other organizations, Level 2 is just the beginning for continuous process improvement. While Level 2 focuses on creating a process to manage projects in order to gain repeatable results on similar projects, Level 3’s goal is to create a process for the entire organization that not only defines how to manage the project but how to develop and test it as well. Since the goal is to have a single process for the entire organization, it is important to define and tailor guidelines to accommodate all types of projects.

    To achieve Level 3, an organization must meet 11 new process areas. In addition, the organization must implement a new GG for all Level 2 process areas. The goal is to institutionalize a defined process; the process used for each process area must be part of the organizational standard process or a tailored version thereof, and the used process must contribute to building the organizational assets. Meeting this GG does not require the addition of new tools, but does require the creation of a more tightly coupled process for the entire organization and appropriate tailoring guidelines. The 11 new process areas that comprise Level 3 are:

    Verification

    Verification and validation are often confused with each other due to the similarities. CMMI defines Verification as “you built it right,” whereas validation is “you built the right thing.” Verification is also closely linked to the TS process area. After creating a component, such as a LabVIEW VI, it must be verified.

    The verification process area consists of three goals. The first is to prepare for verification, which may be accomplished through a verification plan that details the components and procedures. The VISTA Documentation Template Set features sample plans for both verification and validation to assist organizations. The next goal is to perform peer reviews. To increase the effectiveness of peer reviews, it is important to have well documented and easy to follow code. The LabVIEW VI Analyzer Toolkit from National Instruments also complements peer reviews to look for specific issues. The last goal is to verify selected components, which requires a comparison of the current components to the requirements. The VISTA Configuration Management Tools make linking the CM process area to verification easy by establishing appropriate labels to versions of each component and establishing new baselines.

    Validation

    After the individual components are developed and verified, the components need to be integrated together into a final product. This process is defined in the Product Integration process area. Following the integration process, the resulting product must be validated according to the process defined in the validation process area. It is important to note that both verification and validation may occur at different stages of completion to ensure the components and products “were built correctly” and “are the correct items.”

    The validation process area consists of two goals. The first is to prepare for validation, which may be accomplished through a validation plan that details the products, environment, and procedures. The VISTA Documentation Template Set features sample plans for both verification and validation to assist organizations. The second goal is to validate selected products and components, which requires a comparison of the expected performance to actual. The VISTA Configuration Management tools make linking the CM process area to validation easy by establishing appropriate labels to versions of each component of the product and establishing a new validated baseline.

    Risk Management

    The Risk Management process area defines the process for identifying, analyzing, and addressing risks. Risk management lasts the entire duration of the development life cycle and may include risks ranging from technical to organizational. An example of a technical risk is the complexity of the code, as more complex code will result in the risk of greater maintenance, verification, and validation time. Therefore the risk management strategy may state that a piece of software must be rewritten if it fails to meet a defined maximum complexity. For LabVIEW applications, the VISTA Path Tracker and Metrics Tracker may be used together to calculate the complexity as well as assess the risk associated with modifying code.

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    10. Summary

    Achieving CMMI Level 2, 3, or higher is an intensive process that requires the dedication of all involved. For LabVIEW groups, it may be difficult to understand the benefits, as most do not currently measure productivity, quality, and delivery. For these groups, the first step is to understand the true cost of development. Only by understanding the cost of development are organizations able to set realistic goals and track improvement.

    By understanding process improvement and the LabVIEW community, VISTA is able to provide organizations with the resources needed to improve. Since organizations vary in their needs and maturity, VISTA offers solutions to address each customer’s unique situation. The solutions often include a mix of consulting, training, and tools.

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    11. Resources

    1 From the "Getting Started with CMMI Adoption" at http://www.sei.cmu.edu/CMMI/adoption/CMMI-start.html

    2 From the "Capability Maturity Model Integration (CMMI), Version 1.1 (CMMI-SE/SW, V1.1)" at http://www.sei.cmu.edu/pub/documents/02.reports/pdf/02tr002.pdf

    4  Per “Capability Maturity Model Integration (CMMI), Version 1.1 (CMMI-SE/SW, V1.1),” casual analysis is defined as the analysis of defects to determine their cause

    5 From the “Capability Maturity Model Integration (CMMI), Version 1.1 (CMMI-SE/SW, V1.1)” at http://www.sei.cmu.edu/pub/documents/02.reports/pdf/02tr002.pdf

    6 From the “Capability Maturity Model Integration (CMMI), Version 1.1 (CMMI-SE/SW, V1.1)” at http://www.sei.cmu.edu/pub/documents/02.reports/pdf/02tr002.pdf

    7  Per “Capability Maturity Model Integration (CMMI), Version 1.1 (CMMI-SE/SW, V1.1),” a baseline is defined as the configuration information formally designated at a specific time during a product's or product component's life.

    This document is supplied by Select National Instruments Alliance Partner V I Engineering

    V I Engineering is an engineering solutions provider specializing in test strategy consulting, engineering information management systems, test and control systems, and staffing support. With sustained growth since 1992, V I Engineering has delivered the results Military/Aerospace, Medical Device, Consumer Electronics, and Automotive customers require. If you are looking to drive business improvement through test, V I Engineering should be your value added partner. V I Engineering is a Select Alliance Partner of National Instruments.


    Determine Announces 4th Quarter and Fiscal Year 2018 Financial Results | killexams.com real questions and Pass4sure dumps

    June 26, 2018 16:15 ET | Source: Determine, Inc.

    CARMEL, Ind., June 26, 2018 (GLOBE NEWSWIRE) -- Determine, Inc. (NASDAQ:DTRM), a pioneering leader in global Source-to-Pay and Enterprise Contract Lifecycle Management (ECLM) Cloud Platform solutions, announces financial results for its fourth quarter and fiscal year ended March 31, 2018.

    FY2018 GAAP Financial Highlights:

                       (in thousands, except per share amounts)                 GAAP Financial Measures    Q4 Q3 Q4 Change Change Twelve Months       FY 2018 FY 2018 FY 2017  Q/Q   Y/Y FY 2018 FY 2017 Change Y/Y Revenue - total $   6,776   $   7,467   $   7,535     (9.3 %)   (10.1 %) $   28,119   $   27,463     2.4 % Revenue - recurring $   5,467   $   5,552   $   5,628     (1.5 %)   (2.9 %) $   21,864   $   20,895     4.6 % Revenue - non-recurring $   1,309   $   1,915   $   1,907     (31.6 %)   (31.4 %) $   6,255   $   6,568     (4.8 %) Gross profit - total $   3,344   $   4,160   $   3,973     (19.6 %)   (15.8 %) $   14,621   $   13,838     5.7 % Gross profit - recurring $   3,378   $   3,649   $   3,696     (7.4 %)   (8.6 %) $   13,912   $   13,878     0.2 % Gross profit (loss) - non-recurring $   (34 ) $   511   $   277     (106.7 %)   (112.3 %) $   709   $   (40 )   1872.5 % Gross margin - total   49.4 %   55.7 %   52.7 % (6.3 pts ) (3.3 pts )   52.0 %   50.4 % 1.6 pts   Gross margin - recurring   61.8 %   65.7 %   65.7 % (3.9 pts ) (3.9 pts )   63.6 %   66.4 % (2.8 pts ) Gross margin - non recurring   (2.6 %)   26.7 %   14.5 % (29.3 pts ) (17.1 pts )   11.3 %   (0.6 %) 11.9 pts   Net loss $   (2,822 ) $   (2,346 ) $   (1,708 )   20.3 %   65.2 % $   (9,948 ) $   (9,452 )   5.2 % EPS $   (0.19 ) $   (0.16 ) $   (0.14 ) $   (0.03 ) $   (0.05 ) $   (0.69 ) $   (0.81 ) $   0.12                
  • GAAP revenue was $28.1 million in FY2018, compared to $27.5 million in FY2017, representing a 2.4% increase year-over-year.
  • GAAP gross profit percentage was 52.0% in FY2018, compared to 50.4% in FY2017, representing a year-over-year increase of 1.6 percentage points.
  • Deferred revenues decreased 5.0% to $9.6 million in FY2018 from $10.1 million in FY2017.
  • GAAP net loss was $9.9 million or $0.69 per share in FY2018, compared to $9.5 million or $0.81 in FY2017, representing a $0.12 improvement year-over-year.
  • FY2018 Non-GAAP Financial Highlights:

                       (in thousands, except per share amounts)                 Non-GAAP Financial Measures  Q4 Q3 Q4 Change Change Twelve Months        FY 2018  FY 2018  FY 2017  Q/Q  Y/Y FY 2018 FY 2017 Change Y/Y Revenue - total $   6,776   $   7,467   $   7,535     (9.3 %)   (10.1 %) $   28,119   $   27,471     2.4 % Revenue - recurring $   5,467   $   5,552   $   5,628     (1.5 %)   (2.9 %) $   21,864   $   20,903     4.6 % Revenue - non-recurring $   1,309   $   1,915   $   1,907     (31.6 %)   (31.4 %) $   6,255   $   6,568     (4.8 %) Gross profit - total $   3,626   $   4,484   $   4,297     (19.1 %)   (15.6 %) $   15,897   $   15,192     4.6 % Gross profit - recurring $   3,646   $   3,916   $   3,967     (6.9 %)   (8.1 %) $   15,051   $   15,004     0.3 % Gross profit ( loss) - non-recurring $   (21 ) $   568   $   330     (103.6 %)   (106.2 %) $   846   $   188     350.0 % Gross margin - total   53.5 %   60.1 %   57.0 % (6.6 pts ) (3.5 pts)     56.5 %   55.3 % 1.2 pts   Gross margin - recurring   66.7 %   70.5 %   70.5 % (3.8 pts ) (3.8 pts)     68.8 %   71.8 % (3.0 pts ) Gross margin - non recurring   (1.5 %)   29.7 %   17.3 % (31.2 pts ) (18.8 pts)     13.5 %   2.9 % 10.6 pts   Net loss $   (1,726 ) $   (1,303 ) $   (428 )   32.5 %   303.3 % $   (5,487 ) $   (4,681 )   17.2 % EPS $   (0.12 ) $   (0.09 ) $   (0.04 ) $   (0.03 ) $   (0.08 ) $   (0.38 ) $   (0.40 ) $   0.02   Billings $   5,991   $   8,856   $   7,582     (32.4 %)   (21.0 %) $   27,610   $   27,177     1.6 %  
  • Non-GAAP revenue was $28.1 million in FY2018, compared to $27.5 million in FY2017, representing a 2.4% year-over-year increase.
  • Non-GAAP gross profit percentage was 56.5% in FY2018, compared to 55.3% in FY2017, representing a 1.2 percentage point year-over-year increase.
  • Billings increased 1.6% to $27.6 million in FY2018 from $27.2 million in FY2017. Billings, a non-GAAP measure, are defined as revenue plus the change in deferred revenues.
  • Non-GAAP net loss was $5.5 million or ($0.38) per share in FY2018, compared to $4.7 million or ($0.40) per share in FY2017, representing an improvement of $0.02 per share year-over-year.
  • Non-GAAP EBITDA was ($2.5) million in FY2018, compared to ($1.8) million in FY2017, representing an additional loss of ($0.7) million year-over-year.
  • “I would sum up fiscal 2018 under the theme of ‘Doubling Down.’ We have done this in all areas of the company this past year, from our continued investment in and expansion of the capabilities on the Determine Cloud Platform, to key appointments of seasoned, industry experts on the leadership team and board, and to an even deeper focus on customer success and advocacy. These efforts are illustrated by our many advancements including the launch of our HIPAA compliance program which demonstrates our ongoing commitment to our valued – and growing - healthcare customers.  We further expanded advanced capabilities across the entire modular Source-to-Pay and Contract Management continuum, often in collaboration with customer users. During Fiscal 2018, we seized the opportunity to bolster key positions within our Sales & Marketing, Partnership Management and Customer Success groups with veteran industry-recognized talent. These subject matter experts are critical to supporting our efforts to achieve our pipeline and customer success goals. Concurrently, we’ve formalized a company-wide program with the goal of improving overall satisfaction and converting customers into advocates. These efforts are resulting in significant customer-directed product innovation as well as creating additional sales and upsell opportunities. As I noted previously, our goal is to exceed expectations at every stage ­– especially those of our customers. We are redoubling our efforts as we move confidently down that path.”— Patrick Stakenas, President, CEO and Director, Determine, Inc.

    FY2018 Determine Business Highlights:

  • Q4 Annualized Bookings:  In Q4 FY2018, the revenue team delivered approximately $732,000 in annualized bookings to the company. Retail, cloud computing, chemical and technology sectors were particularly strong. 
  • Q4: Kevin Turner Brought Unparalleled Industry Experience to Determine, Inc. as Senior Vice President of Customer Success: The leading practitioner who wrote the book on customer success left a major competitor to bring more than 20 years of experience as an eBusiness/eCommerce/SaaS professional to Determine. 
  • Q4: The Determine Cloud Platform Was Recognized in Seven Spend Matters 1Q 2018 SolutionMapsSM: Determine modular solutions swept across these influential vendor comparison rankings, including all procurement categories, and moved ahead in its Value Leader ranking in E-Procurement. 
  • Q4: Determine, Inc. Successfully Met The Requirements to Comply with the Health Insurance Portability And Accountability Act (HIPAA) and Health Information Technology For Economic And Clinical Health (HITECH) Act: The HIPAA Compliance Program demonstrates Determine’s ongoing commitment to healthcare organizations and increasing customer confidence as examined by an independent third party, Schellman & Company. 
  • Q4: Global Source-to-Pay Leader Determine, Inc. Named One of the Most Trusted Brands of the Year by Insights Success Magazine: According to Editor-in-Chief Pooja Bansal, “Upon review of the 2018 nominees for Most Trusted Brands of the Year, and going through various factors such as technological utilization, strategic focus and global footprint, Determine, Inc., stood out as a pioneering global leader in providing SaaS Source-to-Pay and Enterprise Contract Lifecycle Management (ECLM) solutions.” 
  • FY2018: New Customer Expansions: In FY2018, Determine added an expanded roster of customer accounts in the US, UK, Europe and Nordics to the Determine Cloud Platform across its suite of Source-to-Pay and Enterprise Contract Lifecycle Management solutions. Most notable, as announced during Q3, 100% new customer growth in Q2 FY2018 was on the Determine Cloud Platform - a major achievement after just one year of going live. Key customer sectors included: pharmaceutical, retail, financial services, transportation, airline, agribusiness, consumer goods, scientific research and manufacturing. Examples of FY2018 Customer Expansions:
  • Q1: Orion Corporation, the leading Finnish global pharmaceutical and diagnostics company, selected Determine to optimize its source-to-contract effectiveness on the Determine Cloud Platform.
  • Q1: Scania (Great Britain) Limited, a part of the Volkswagen Group, selected the Determine Cloud Platform Sourcing, Supplier Management and Contract Lifecycle Management solutions to drive its efficiency and future growth in Purchasing.
  • Q1: c2c, the award-winning U.K.-based train operator and part of leading European train operator Trenitalia, selected the Determine Cloud Platform to advance their strategic sourcing processes and contract management effectiveness.
  • Q2: Selecta TMP AG, the leading European vending and coffee services provider signed a multi-year Determine Sourcing renewal to assist in its rapid expansion across markets in Europe.
  • Q2: Monoprix, leading French retail group, integrated Procurement Solution on the Determine Cloud Platform to leverage the agility, ease of use and implementation speed which are hallmarks of Determine modular solutions.
  • Q3: SILVAN, one of the largest DIY consumer retailers in the Nordic region, decided to build its future on the Determine Cloud Platform with Sourcing, Contract Management and Supplier Management.
  • Q4: Servier Group, a French pharmaceutical leader broadened a 10-year commitment to Determine, expanding use of the functional spectrum of the Determine Cloud Platform to full Procure-to-Pay. 
  • FY2018: Product Enhancements: During FY2018, the Determine Cloud Platform further expanded advanced capabilities available to customers across the entire modular Source-to-Pay and Contract Management continuum. Highlights include:
  • Platform-Wide / Determine Core:
  • Advanced UI Grid opened a new chapter for UX development — it automatically creates a process hierarchy that spans individual records, departments and company-wide, simplifying and accelerating workflows.
  • A newly introduced ADA-Compliant Graphic Palette color palette now allows for easy reading for those with low or impaired vision , as well as overall enhanced navigation.
  • Sourcing:
  • By extending sourcing and contract integration, it enables contract(s) creation requests directly from an awarded sourcing event, defining contract type, terms, counterparties and other variables.
  • Supplier bid analysis now includes comparison between bids and a benchmark reference price to identify potential savings.
  • Newly integrated eAuction app enables English, Dynamic, Dutch and Japanese eAuction events.
  • Supplier Management:
  • Adding the ability to “tag” Suppliers now allows for easy identification of certification status, reducing the potential for third-party risk.
  • Certification Management now enables a company to implement all business rules and workflows needed to respect legislation and compliance requirements.
  •  Contract Management:
  • Enhanced CLM/Procure to Pay (P2P) Contract integration now provides full lifecycle capability of contract management, including full P2P purchase contracts and budgets management capability, all in one combined feature set.
  • The addition of Dynamic Contract Creation now reduces the number of templates admins need for maintenance because one template can adjust dynamically to cover many use cases.
  • Procurement:
  • Enhanced eCommerce platform features provided a more user-friendly and intuitive experience, including catalog item review and rate, similar item comparison and item sorting by relevance and price. 
  • Improved Catalog Management now benefits enterprise organizations that import numerous catalogs with thousands of items in each.  This improved functionality increases productivity and ease of use.  
  • Q3: Determine, Inc. Added Senior Industry Leaders to Board of Directors As Growth Accelerated: The appointment of two new members to its Board of Directors, long-time industry veterans Bill Angeloni and Steve Sovik, brought an exceptional amount of talent, expertise and energy to work with the Executive team in advising the company as it continues to grow. 
  • Q3: Industry-Leading Source-to-Pay Provider Determine Launched New DetermineAlliance Partner Program: The launch of the DetermineAlliance Partner Program with an expanded global footprint established a truly collaborative partner forum to meet the end-to-end needs of customers now and in the future. 
  • Q2: Global Marketing Leadership: In September 2017, Determine named Gérard Dahan as Chief Marketing Officer and SVP of EMEA. He brought 25 years of experience in leadership, sales management, business development and strategic marketing with global technology and services companies including Ivalua, BravoSolution, Ariba, Intel and IBM. 
  • Q2: Determine, Inc. Promoted Kevin Grande to General Counsel: As leader of Determine’s legal operations, he now provides strategic legal advice to management, sets internal governance policies and manages the impact of external factors. 
  • Q2: Determine Recognized in Multiple Categories in the Gartner Hype Cycle for Procurement and Sourcing Solutions, 2017: The Determine Cloud Platform was cited four times across categories - a testament to innovation and continuing focus on customer-centered product development. 
  • Q1: Determine, Inc. joined Russell Microcap® Index: Membership in the Russell Microcap® Index was a recognition of all the value that has been created by the innovative thinking and hard work of the Determine team. 
  • Q1: Determine, Inc. Named Industry Veteran Sean Regan as Vice President of Global Alliances: to spearhead and manage a dynamic business ecosystem of partnerships with leading global companies to deliver the best in source-to-pay and contract management solutions and services.
  • Conference Call and Webcast Tuesday, June 26, 2018 at 5:00 PM (Eastern Time)

      Participant Conference Call Numbers: Toll-Free:  1-877-407-0789 Toll/International: 1-201-689-8562 Participant Webcast Link: http://public.viavid.com/index.php?id=130010     Replay Dial-in Information: Toll-Free:  1-844-512-2921 Toll/International:  1-412-317-6671 From:  06/26/18 at 8:00 pm Eastern Time  To:  07/03/18 at 11:59 pm Eastern Time  Replay Pin Number:  13680590    

    Related: http://investor.determine.com

    Non-GAAP Financial Measures

    To supplement our financial results presented in accordance with Generally Accepted Accounting Principles (GAAP), this press release and the accompanying tables contain certain non-GAAP financial measures, including non-GAAP revenue, non-GAAP gross profit, non-GAAP net income and non-GAAP earnings per share, which we believe are helpful in understanding our past financial performance and future results. For reconciliations of these non-GAAP financial measures to the most directly comparable GAAP financial measures, please see the section of the accompanying tables titled, “GAAP to Non-GAAP Reconciliations”. Our non-GAAP financial measures are not meant to be considered in isolation or as a substitute for comparable GAAP measures and should be read in conjunction with our consolidated financial statements prepared in accordance with GAAP.

    The difference between GAAP and non-GAAP revenue is due to the impact of revaluing the deferred revenue balances acquired from primarily b-pack as required by GAAP purchase accounting.

    The difference between GAAP and non-GAAP gross profit is the difference in GAAP versus non-GAAP revenues as well as the elimination of the amortization of acquisition related intangibles, stock based compensation and severance expense from the costs of revenue. Non-GAAP net loss excludes the non-GAAP gross profit items as well as acquisition related costs.

    Our management regularly uses our supplemental non-GAAP financial measures internally to understand and manage our business and forecast future periods; as such, we believe it is useful for investors to understand the effects of these items on our total operations. Further, please note that our non-GAAP revenue is intended to reflect the full amount of revenues that would have been otherwise recorded by the acquired entities of Iasta and b-pack, while our non-GAAP gross profit also excludes the amortization of intangibles that occurred due to the acquisition of the entities of Iasta and b-pack.

    Annualized Bookings are an operating measure not derived from the company’s revenues or any other amounts presented in accordance with GAAP in the company’s statement of income, balance sheet or statement of cash flows or other equivalent statements.

    Forward-looking Statements

    Certain statements in this release and elsewhere by Determine are forward-looking statements within the meaning of the federal securities laws and the Private Securities Litigation Reform Act of 1995. Such statements may include, without limitation, statements regarding business outlook, assessment of market conditions, anticipated financial and operating results, strategies, product and channel development, future plans, contingencies and contemplated transactions of the company. Such forward-looking statements are not guarantees of future performance and are subject to known and unknown risks, uncertainties and other factors which may cause or contribute to actual results of company operations, or the performance or achievements of the company or industry results, to differ materially from those expressed, or implied by the forward-looking statements. In addition to any such risks, uncertainties and other factors discussed elsewhere herein, risks, uncertainties and other factors that could cause or contribute to actual results differing materially from those expressed or implied for the forward-looking statements include, but are not limited to fluctuations in demand for Determine’s products and services, risks of losing key personnel or customers, protection of the company’s intellectual property and government policies and regulations, including, but not limited to those affecting the company’s industry. Determine undertakes no obligation to publicly update any forward-looking statements, whether as a result of new information, future events or otherwise. Additional risk factors concerning the company can be found in the company’s most recent Form 10-K as filed by the company with the Securities and Exchange Commission.

    Supporting Resources

    Determine Blog

    Determine on LinkedIn

    Determine on Twitter

    Determine Resources

    About Determine, Inc.

    Determine, Inc. (NASDAQ:DTRM) is a leading global provider of SaaS Source-to-Pay and Enterprise Contract Lifecycle Management (ECLM) solutions. The Determine Cloud Platform provides procurement, legal and finance professionals analytics of their supplier, contract and financial performance. Our technologies empower customers to drive new revenue, identify savings, improve compliance and mitigate risk.

    The Determine Cloud Platform seamlessly integrates with major ERP or third-party systems such as SAP, Oracle, Sage, QAD and Microsoft. Modular solutions can be configured to add more as needed to provide additional value beyond spend management. Our unified master database and business process approach empower users at every level to make more informed and smarter decisions.

    For more information, please visit: www.determine.com.

    Media Relations:

    Mike MitchellDetermine Inc.+1.650.532.1590pr@determine.com



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