C2010-024 Questions and Answers required to pass the certification exam at first attempt.

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C2010-024 - IBM Tivoli Level 2 Support Tools and Processes - Dump Information

Vendor : IBM
Exam Code : C2010-024
Exam Name : IBM Tivoli Level 2 Support Tools and Processes
Questions and Answers : 50 Q & A
Updated On : December 14, 2018
PDF Download Mirror : Pass4sure C2010-024 Dump
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C2010-024 Questions and Answers

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C2010-024 IBM Tivoli Level 2 Support Tools and Processes

Study Guide Prepared by Killexams.com IBM Dumps Experts


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C2010-024 exam Dumps Source : IBM Tivoli Level 2 Support Tools and Processes

Test Code : C2010-024
Test Name : IBM Tivoli Level 2 Support Tools and Processes
Vendor Name : IBM
Q&A : 50 Real Questions

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IBM IBM Tivoli Level 2

IBM Winds Down PowerVM V2, Nudges clients To PowerVM V3 | killexams.com Real Questions and Pass4sure dumps

November 12, 2018 Timothy Prickett Morgan

it may well now not ensue to you, however the PowerVM server virtualization hypervisor that huge Blue created for energy programs servers has a edition just like each different piece of software on the earth, and like several application, it ages and eventually it is retired from the field in lieu of greater up to date code.

In announcement letter 918-129, IBM let it be general that PowerVM V2, of which there have been three releases, could be withdrawn from marketing on February 19, 2019 and will have its assist withdrawn on September 30, 2020. That may additionally appear like a long time faraway from now, nevertheless it in reality isn’t. PowerVM V2.1 and V2.2 have already been given the axe long on account that and so have even past releases. right here is how long every hypervisor has been within the container, based on the version, liberate, and amendment designations:

This withdrawal impacts all PowerVM versions, including those that were bundled peculiarly for Linux and people that were created to assist IBM i, AIX, and Linux facet by way of side. It comprises the regular version, which had some of its functionality crimped, and the enterprise version, which had the entire bells and whistles and a bigger expense tag. PowerVM V3 is a direct substitute for PowerVM V2, and simply to help you identify them, here are the application numbers:

  • PowerVM commonplace edition V3, 5765-VS3
  • PowerVM business edition V3, 5765-VE3
  • PowerVM V3 Linux, 5765-VL3
  • IBM says that consumers with active software maintenance can upgrade to PowerVM V3, and that the PowerVM 2.2.6 degree images will even be obtainable under the PowerVM V3 deliver on the Entitled application support (ESS) down load web page. (We aren't certain why you need the historic photographs for ancient application, go figure.)

    We don’t think that that IBM is planning on mothballing PowerVM as a distinct and exciting hypervisor on vigour programs iron, but over the lengthy haul, in particular with the company meting out $34 billion to acquire crimson Hat, it is going to ultimately wish to throw all of its weight behind the KVM hypervisor that purple Hat generally controls and that IBM has ported to run on Linux-best methods to be greater just like the KVM that runs on X86 methods. it would be very enjoyable indeed if each IBM i and AIX were ultimately ported to KVM, and superior nonetheless, have been allowed to run on any power methods machine. We haven't any thought how lots work might be worried in porting IBM i and AIX to KVM, nevertheless it could be a lot less work than trying to port both structures to a new processor structure, we reckon. And if IBM went all of the manner and containerized each IBM i and AIX, well that could be whatever thing certainly. If windows Server can support native containers in keeping with Docker and Kubernetes, then there is no reason that IBM i and AIX can’t. it all comes all the way down to the question of funding funds.

    PowerVM V3.1 became just introduced again in October, of course, and among the many many other issues it protected in the replace become aid for Power9 processors. PowerVM V3.1 simplest helps Power7+, Power8, Power8+, and Power9 processors. (interestingly, to run PowerVM on a Power9 container, you deserve to purchase the enterprise version; the typical version isn't accessible anymore.)

    The withdrawal of aid on the previous PowerVM V2.X is barely one more means of IBM asserting that valued clientele on older iron and older working techniques need to be brooding about getting onto more existing hardware and software or chance running their agencies on unsupported utility. lots of OS/four hundred and IBM i retail outlets do that, and it isn't at all times clever however we think that many corporations get away with it. With so many knowledge security dangers nowadays, although, this is really no longer a smart philosophy at all and will in fact trigger awesome damage to a company.

    within the same announcement, IBM spoke of that Cloud administration Console, software number 5737-D02, is also getting pulled out of the IBM catalog on February 19, 2019, There doesn’t appear to be an conclusion of guide date during this announcement, and there isn't a replacement application, both. IBM announced Cloud management Console at common (now PowerUP) back in may also 2017.

    connected studies

    The affect On IBM i Of large Blue’s Acquisition Of red Hat

    Sundry power programs Enhancements round Out The yr

    Kubernetes Container handle involves vigour methods

    IBM Brings Cloud management In-apartment with New Console

    IBM offers AIX some of the Integration Spice Of IBM i

    Tags: Tags: AIX, Cloud management Console, typical, Entitled application assist, ESS, IBM i, Kubernetes, KVM, Linux, OS/400, Power7, Power8, Power9, PowerVM, X86

    Modernizing IBM i Apps with Microservices Mad Dog 21/21: Phoenix Envy


    exact corporations Owned by way of IBM | killexams.com Real Questions and Pass4sure dumps

    laptop company IBM (IBM) introduced in late October that it will purchase open source software and cloud functions firm red Hat for $34 billion. Per the phrases of the acquisition, red Hat will keep a degree of autonomy as a separate company unit in the greater IBM umbrella. This capacity that crimson Hat's partnerships and present open source tasks are more likely to continue for the foreseeable future. during this sense, the acquisition can also be seen as a win-win for both businesses: pink Hat bought a considerable sum of money and access to scaling with no need to surrender its enjoyable method, dreams, team, and culture, while IBM notched an dazzling feather in its cap and persisted its expansion into the cloud.

    here's not the primary time that IBM has got a company. under, we'll take a glance at probably the most other businesses the desktop maker has purchased.

    Transarc employer

    In 1994, IBM purchased Pennsylvania-based mostly application outfit Transarc supplier, a five-12 months-old business which had popularized distinctive file gadget software. amongst different products, Transarc developed a distributed transaction processing computer screen known as Encina; IBM utilized this product to develop its own UNIX-based mostly items afterward.

    Lotus application

    The maker of the customary Lotus 1-2-three spreadsheet application, one of the first consumer-friendly and attainable applications in the earliest days of IBM very own computer systems, Lotus utility turned into purchased by using IBM in 1995 for the cost of $three.5 billion. a huge impetus for the acquisition turned into Lotus Notes, a popular software Lotus had developed ahead of the buy. IBM also bought the enterprise as a way of gaining access to the client-server computing world, which threatened to make host-based application a issue of the previous.

    Rational Machines

    In 2003, IBM bought and rebranded Rational Machines for the price of $2.1 billion. Rational supplied an integrated building environment designed to raise productivity in development crew settings. IBM selected to buy the company after the dot-com bubble burst and when Rational had declined in price (youngsters the enterprise became still enormously ecocnomic on the time).

    Cognos

    IBM buyers and consumers will likely have encountered the business's line of enterprise intelligence and performance management equipment branded as Cognos items. The identify of those products is tied to an organization of the same identify that the computer maker received in 2007 for $four.9 billion. The deal turned into seen as a tremendous step towards IBM becoming a appropriate-stage competitor of organizations like Microsoft, with an intensive range of each hardware and utility items.

    Cleversafe

    one among IBM's most recent acquisitions is Cleversafe. IBM bought Cleversafe on November 6, 2015. The enterprise developed an object storage gadget which become firstly referred to as Dispersed Storage network but which has been rebranded put up-acquisition because the IBM Cloud Object Storage carrier. This acquisition changed into an additional crucial step in IBM's move toward cloud features.


    IBM Storwize V7000 storage array platform | killexams.com Real Questions and Pass4sure dumps

    The IBM Storwize V7000 is for gigantic and incredibly virtualized data centers. The IBM SAN array comes with a number of elements, similar to FlashCopy, and helps a couple of IBM storage management purposes. Block- and file-stage storage are supported, in addition to challenging disk drives and a couple of.5-inch flash drives. Flash-based mostly storage does not use mechanical drives, reducing latency and extending examine/write speeds at a much better can charge.

    The V7000 helps a highest of 504 drives per manage enclosure, or 1,056 per clustered device, for a maximum capacity of about 6 petabytes (PB). The array helps SAS and near-line SAS (NL-SAS) interconnects, and might fit three.5-inch NL-SAS disk drives in capacities of 2 TB, three TB, four TB and 6 TB, with rotational speeds of seven,200 rpm. it will probably also fit 15,000 rpm 2.5-inch SAS drives in capacities of 300 GB and 600 GB, and 10,000 rpm 2.5-inch SAS drives in capacities of 600 GB, 900 GB and 1.8 TB. The Storwize array supports 2.5-inch flash drives in capacities of 200 GB, four hundred GB and 800 GB.

    The V7000 integrates with IBM's Tivoli suite of storage administration, together with Tivoli Storage FlashCopy, Tivoli Storage manager, Storage supervisor FastBack and extra.

    The IBM Storwize V7000 is prepared by way of handle enclosures. each and every enclosure consists of twin redundant controllers, working on an 8-core 1.9 GHz Intel Xeon processor with 32 GB or sixty four GB of cache. each handle enclosure helps up to 20 growth enclosures, which attach with a 12 Gbps SAS interconnect, providing about 1 PB of potential. The Storwize V7000 can also be geared up by using scalable clustered methods, which might be nearly 4 manage enclosures and any linked enlargement enclosures acting as one storage gadget. The clustered device design helps a maximum of 1,056 drives and a highest of 6 PB of capacity. The V7000 has a number of host interfaces, together with eight Gbps/16 Gbps Fibre Channel, 1 Gbps iSCSI, 10 Gbps iSCSI or 10 Gbps Fibre Channel over Ethernet. It also helps RAID 0, RAID 1, RAID 5, RAID 6 and RAID 10.

    The Storwize V7000 comes with a listing of aspects for data center administration. The array supports thin provisioning and springs with IBM effortless Tier software, an auto-tiering function that responds to the presence of a hybrid flash configuration by putting probably the most generally used statistics within the quickest tier of storage. The V7000 integrates with IBM's Tivoli suite of storage administration, together with Tivoli Storage FlashCopy, Tivoli Storage supervisor, Storage manager FastBack and more. The array additionally helps far flung file-based mostly replication.

    IBM doesn't put up pricing for the Storwize V7000, but numerous sources provide a listing expense for a configured hardware and utility bundle ranging from $375,000 to $600,000, counting on the configuration. apart from the covered facets, IBM has a 3-yr restrained warranty on hardware, including customer-replaceable instruments, on-web page provider and next business day response. A utility upkeep agreement is available, and IBM offers an online guide service.


    C2010-024 IBM Tivoli Level 2 Support Tools and Processes

    Study Guide Prepared by Killexams.com IBM Dumps Experts


    Killexams.com C2010-024 Dumps and Real Questions

    100% Real Questions - Exam Pass Guarantee with High Marks - Just Memorize the Answers



    C2010-024 exam Dumps Source : IBM Tivoli Level 2 Support Tools and Processes

    Test Code : C2010-024
    Test Name : IBM Tivoli Level 2 Support Tools and Processes
    Vendor Name : IBM
    Q&A : 50 Real Questions

    How many days preparation required to pass C2010-024 exam?
    I exceeded the C2010-024 exam 3 days lower back, I used killexams.Com dumps for getting ready and I may want to efficiently complete the examination with a high score of ninety eight%. I used it for over per week, memorized all questions and their solutions, so it became easy for me to mark the right solutions at some stage in the live examination. I thank the killexams.Com team for assisting me with this kind of exquisite education material and granting success.


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    determined an accurate supply for real C2010-024 Questions.
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    IBM Tivoli Level 2 Support Tools and Processes

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    Tivoli Unveils e-business Management Tools | killexams.com real questions and Pass4sure dumps

    Tivoli Unveils e-business Management Tools

    Tivoli Systems Inc. has developed new management solutions to address e-business’ high service level requirements, based on the IBM MQSeries, NEON and BEA systems middleware. Tivoli Manager for MQSeries and Tivoli Manager for BEA TUXEDO leverage integration with Tivoli Enterprise to increase problem resolution speed and improve application availability and performance. In addition, new Tivoli Ready releases of IBM MQSeries Integrator, NEON e-Biz Integrator and IBM WebSphere Application Server monitor and control the applications underpinning critical e-business processes.

    Tivoli's new e-business infrastructure management solutions include: Tivoli Manager for MQSeries 2.3, a centralized management tool for IBM MQSeries message queuing software, which supports IBM's latest MQSeries release and provides new levels of usability, scalability and performance; Tivoli Manager for BEA TUXEDO, which consolidates management information from multiple domains and servers with information from other critical components of the distributed environment; Tivoli Global Enterprise Manager, a tool that unifies the management of multiple databases, message queues, object request brokers, Web servers and applications, such as PeopleSoft and SAP; Tivoli Decision Support Guides, which transform availability data collected from multiple TUXEDO domains into business knowledge for capacity planning and allocation of resources and capital.

    IBM MQSeries Integrator, IBM WebSphere Application Server and NEON e-Biz Integrator IBM MQSeries Integrator message broker and NEON e-Biz Integrator enable companies to dynamically react to business events by manipulating and routing data and seamlessly integrating applications, databases and networks. To proactively manage this strategic middleware, NEON and IBM have announced new Tivoli Ready solutions that allow companies to manage components of their e-business enterprise out-of-the-box with Tivoli. In addition, IBM has also announced that WebSphere Application Server will ship Tivoli Ready.

    Tivoli Manager for BEA TUXEDO and IBM WebSphere Application Server are now available. Tivoli Manager for MQSeries 2.3, NEON message monitoring software and IBM MQSeries Integrator are scheduled to be available in the first quarter of 2000.

    For additional information, visit Tivoli at www.tivoli.com.


    New IBM Rational, Tivoli integrated tools pair development with IT | killexams.com real questions and Pass4sure dumps

    Edward J. Correia, contributor

    IBM today unveiled newly integrated versions of tools from its Rational and Tivoli stables, with the aim of permitting development and operations teams to work more closely throughout the application life cycle. Affecting nine products in all, the integrations marry tools from the test and development side to those used by IT staff for deployment and support, and are intended to improve efficiency for organizations using both. There were no announced price changes, and current licensees can upgrade at no additional cost.

    "As we peel the onion, we discover that the developer is silos away from operations, and that doesn't work," said Dave Locke, director of products for IBM Rational. The problem, he said, is that work sometimes gets "lost in translation" as it travels from one part of the organization to another. Locke described an example in which Rational ClearQuest 7.1.1 is used by a development team to track changes and automate processes, and Tivoli Service Request Manager is the tool of choice for logging help requests.

    "As service request tickets are written, they typically accumulate," Locke explained. "After some level of triage, they and handed over to development, where they have to be entered manually [into ClearQuest]."

    The integration synchronizes the logging trouble tickets in Service Request Manager with the ClearQuest's bug-fix tracker, reducing human error and adding a new level of traceability to original service requests, Locke said. "They're populated automatically into ClearQuest, and handed to the development side. And they know know which developer wrote what code so [the ticket] can pop right into their queue. Nothing gets lost in translation," Locke said.

    The next pairing -- Rational Asset Manager 7.2 with Tivoli Change and Configuration Management Database -- deals with application deployment, pre and post. Asset Manager keeps track of all the elements that go into development. "For example, developing for the Phone, you might have an iTunes server, which connects to credit card billing [app], which connects to music databases, which connects to a download server and then back to the desktop," Locke said. "That's a complex world with lots of assets brought to bear, each with its own release cycle. As a developer, I don't want to rewrite any of that code, and I do want to make sure I'm using the right pieces so that when we go live, we're using the latest of everything."

    From the operations side, it's helpful for support teams to know which versions are current when trouble reports come in. "This integration is about forward and backward round-tripping. Knowing what I'm using to deploy to production, keeping track in an automated fashion of what you're using to build the software, where defects are coming in from and feeding those back to the development loop," Locke said. Of course, it's even better if you're also using an automated build system. "This automatically knows what versions of things are the most up to date and passes [the info] to everyone who needs it."

    The integration of Rational Test Lab Manager 2.0 with Tivoli's Provisioning Manager and Application Dependency and Discovery Manager is a shot at achieving parity between development and production environments. When you set up a test lab, Locke said, you want the hardware, software, operating systems, browser, patches and configurations to match what's going on in production. "There are too many things to worry about to make sure it's set up the way the organization is going to use the software," he said.

    "On the Tivoli side, it's about deployment to the real world." By marrying the two, according to Locke, data gathered by Tivoli in real time about what's going on in production can be fed back to the lab and used to configure images for provisioning to test systems. "It can be looped between deployed hardware, software and networking in real life operations and mimicked in the test lab without writing things down and without human error," he said.

    Then there's Rational Performance Tester and Tivoli Composite Application Manager. To explain the integration, Locke describes a production environment in which users are complaining about application slowness (as if that's ever happened). "Your operations guy starts digging into alerts and finds nothing wrong with the network, so we want to tell development." But rather than simply throwing the problem over the transom, IT can peek into performance testing data and compare it with what they're hearing from users.

    "Remember you're simulating the environment in the lab; production is always lightly different," said Locke. "This integration allows the Tivoli side to pass actual detail of discovery results back to functional and performance testing parts of test lab. We can now actually pass at the source code level."

    The newly integrated tools are not intended as a monolithic application lifecycle management (ALM) suite, but rather are aimed at pockets of need. "Fifty percent of applications, once deployed, are rolled back so corrections can be made, and then rolled out again. That's expensive," Locke said. "We're proponents of better teams and better communications. And by integrating these applications, we're trying to get teams to work more effectively together."


    IBM: Intranet 2.0 can streamline business processes and foster innovation [Q&A] | killexams.com real questions and Pass4sure dumps

    CMOs and CIOs frequently deal with outdated, legacy intranets that lack the interaction and functionality characteristic of Web 2.0 platforms. It’s no wonder that the intranet has frequently been pronounced dead by industry experts and reporters alike.

    But according to IBM, the intranet isn’t dead, only evolving into what the firm calls Intranet 2.0, a new platform that combines social capabilities, data collection and a dynamic infrastructure to help business leaders create a smarter, more effective workforce. I discussed this transition with Larry Bowden, IBM’s Vice President of Portals and Web Experience.

    BN: Tell me about IBM’s own intranet transformation into the people-centric IBM workplace.

    LB: Culture plays a huge role in the success of an organization’s intranet. A culture that doesn’t naturally share information can present a major challenge in creating an intranet that people will use and support. Many organizations find it helpful to have a champion or adoption ambassador -- particularly one in a leadership position -- to propel a culture of sharing.

    With IBM specifically, our employees understood and embraced the change quickly because our executive team was behind the end-goal; they knew that having a robust, collaborative intranet was critical to our future success, and this message was communicated across the board.

    Electrolux is another great example of a successful social business transformation. The company employs 58,000 people across 60 countries, so there are challenges to using traditional modes of communication like email and phone. By harnessing the power of social tools, Electrolux employees are bridging cultural barriers and sharing a wealth of knowledge, spurring product innovation. Today over 16,000 employees are using Electrolux's intranet, 9,000 are using it daily to get their job done.

    BN: IBM recently introduced the IBM Intranet Experience Suite. What’s its aim and how can it help employees?

    LB: In a nutshell, the IBM Intranet Experience suite combines social software, content and collaboration tools to provide a seamless web experience for employees. Recognizing the proliferation of mobile devices in the workplace, the suite extends the reach of an organization’s intranet to allow mobile access as well. Employees can more effectively engage across networks and business units, and access information from external and internal news feeds.

    The Intranet Experience suite also gives CIOs access to invaluable data, pulling together company information, personalized content and news, and social media analytics. CIOs can use this data to evolve internal operations and communications.

    BN: Let's talk a little bit about the evolution of intranets and where they are today. How are they becoming infused with social, and what is its effect on the workforce?

    LB: In its early days, intranets held a shallow amount of information and content. The HR team would include benefits information and the vacation calendar and IT might have their technology use policy posted. The intranet was static and the framework didn’t allow for employees to use it as a collaborative tool. The intranet then evolved to connect employees to the applications they use every day -- CRM, databases, payment systems, etc. Organizations began using the intranet for document management, making it a valuable resource for information. But while intranets provided more information than ever before, they still lacked depth.

    Now, we’re seeing organizations use the intranet as a collaborative tool for streamlining business processes and fostering innovation. Once fully integrated, the intranet evolves from simply a place to get information to the primary platform from which business is conducted. The organization and its employees come to view the intranet as fundamental to the operation of business.

    BN: Gartner reports that 70 percent of social implementations fail because they lack a business purpose. How do companies avoid falling into this trap?

    LB: Organizations often establish new goals with the implementation of a social intranet. They look to measure activity -- the number of posts, documents and wikis; the amount of time spent on pages; the number of visits over a certain amount of time. While these are great numbers to present at meetings to indicate increased collaboration, they don’t actually show the effectiveness of the intranet.

    The far more effective way is to measure the intranet against how well it’s helping an organization meet already established business goals. For example, Cemex, a global manufacturer of building materials, reduced time spent on new product development by a third through their collaborative initiatives. When you can show how these social technologies are meeting existing metrics and driving business forward, you generate real excitement and interest, from the executive to the execution level.

    BN: How are activity streams in the intranet different from, say, Facebook’s news feed?

    LB: The activity stream in the intranet is personalized to each individual. Employees see updates and actions from people they follow and interact with within their team, project or community. This gives employees an awareness of what’s going on around them, related to their work or role within the organization, increasing the opportunity for collaboration. It’s no longer left to serendipity or guesswork for the right people to end up on the right project. The intranet activity stream does it for you.

    BN: In what ways can a social intranet interact with external social media?

    LB: The most effective way to integrate external social media with a social intranet is to treat the intranet as your main hub for both internal and external social media. For example, IBM Connections allows you to add Twitter search widgets, integrate directly with iTunes or look up addresses via Google Maps.

    With the Twitter widget, users can specify hashtags they want to monitor, and it updates in real-time. Teams can use this information to help with anything from research on a specific topic or monitoring conversations around a product launch.

    BN: What are the best ways for businesses to manage intranet social media usage? How can firms encourage more participation?

    LB: Organizations are already great at being a social business from an external perspective. We’ve mastered blogging, using Twitter for customer service, creating vibrant Facebook communities. The next step is making that transformation internally. Once an organization makes this leap and practices social business externally and internally, the tools provided to enhance collaboration and innovation, such as the social intranet, become a natural part of conducting business.

    That internal transformation is often overlooked as a crucial step toward social business. Yet not only does having an internal social business system make businesses more effective at the external level, it’s often critical for a company’s long-term social business success. External social business alone, without an internal social business component, will not transform the business culture.

    BN: What are some of the challenges management is facing with transitioning to a social intranet?

    LB: We recently released a report, "The Business of Social Business: What Works and How It’s Done," that speaks to some of the challenges management is facing. While companies are increasingly investing in social technology, middle management leaders are having trouble integrating and embracing these technologies into their daily work lives.

    The study revealed that 46 percent of surveyed organizations increased their investments in social technologies in 2012. However, only 22 percent believed that managers are prepared to incorporate social tools and approaches into their daily practices.

    The way to rectify this is to embed social technologies into core business processes. First and foremost, executive management must provide an infrastructure for engagement. The intranet must be robust with information and collaborative tools. Second, social practices should be integrated into day-to-day processes, from booking meetings to running entire projects -- with executive management setting the example. Lastly, management must teach employees how to collaborate effectively with individuals outside of the organization’s boundaries, using social business methods and tools.

    BN: There’s an increasing desire for people to connect via mobile devices. How are companies managing this?

    LB: Today’s workforce and client base now view mobility as mission critical to their daily productivity. That means organizations must not only meet those growing demands, but also protect client data and keep costs in check. It’s no longer an item for the wish list. Enabling collaborative tools for a mobile workforce is a necessity. Tools like IBM’s WebSphere Portal allow companies to give their employees access to information from anywhere. The Connections mobile app and Notes Traveler also help organizations stay collaborative on the go. Through the Connections mobile app, employees can use their iOS, Android or BlackBerry device to access blogs, employee data, status updates, wikis, videos and photos. Notes Traveler provides access to email, calendar, address book, journal, and to-do lists. These kinds of tools enable a more mobile workforce without decreasing productivity.



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    IBM C2010-024 Exam (IBM Tivoli Level 2 Support Tools and Processes ) Detailed Information



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