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C2010-658 exam Dumps Source : Fundamentals of Applying SmartCloud Applicaton Performa
Test Code : C2010-658
Test Name : Fundamentals of Applying SmartCloud Applicaton Performa
Vendor Name : IBM
Q&A : 69 Real Questions
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IBM has today elevated its cloud computing services for commercial enterprise with the launch of latest IBM SmartCloud services. These new offerings encompass SmartCloud software services, IBM’s new PaaS for commercial enterprise, a portfolio of hardware and utility called SmartCloud foundation, and SmartCloud Ecosystem, which contains new functions for IBM partners and ISVs.
The enterprise plans to aid around 200 million users via the conclusion of 2012.
IBM says that it has ported SAP, ERP and all database purposes to its SmartCloud platform. With its new features, it might now automate labor-intensive tasks linked to running SAP in the cloud, mainly SAP cloning, refreshes and patching. In some circumstances, IBM says the time discounts can go from months or weeks to days or hours, depending on the task.
additionally announced nowadays is a new partnership with Nirvanix, a cloud storage company. Going ahead, Nirvanix’s cloud storage know-how should be built-in into IBM’s SmartCloud enterprise storage services, enabling customers to upload data of any measurement, any place in the world, and entry them from anyplace. The storage-as-a-carrier offering can aid tens of millions of users, billions of objects and exabytes of data.
in the meantime, IBM’s new platform-as-a-service offering, SmartCloud software features (SCAS) will launch into beta this 12 months (this autumn), providing commercial enterprise–grade protection, open Java and go-platform aid with out a vendor lock-in, and a complete set of utility infrastructure and managed functions to allow development and deployment of functions to the cloud. It will run on IBM’s SmartCloud enterprise and enterprise+ – the business-category infrastructure-as-a-platform above all designed to run business workloads at dedicated SLAs (service level agreements). IBM SmartCloud business+ is purchasable within the U.S., and should be deployed worldwide by using the conclusion of 2012.
finally, the new SmartCloud basis family of private cloud options aims to aid organizations instantly design and deploy inner most cloud environments, and contains SmartCloud Entry, prepackaged private cloud application, plus SmartCloud provisioning and monitoring software.
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I have a confession. I enjoy using doctrine in ways it isn't intended. Doctrine Man is one of my personal heroes. I like metaphorical story telling. Don’t understand? Let me explain.
So your daughter can’t find her favorite toy? Apply the Seven Fundamentals of Reconnaissance. Getting ready to coach your son’s Pop Warner football team? Whip out the Characteristics of the Offense and Defense as outlined in ADP 3–90. Negotiating for that raise with the boss? Then the four steps to Intelligence Preparation of the Battlefield* may be just what you’re looking for.
*Note: I realize the link is to an outdated manual. FM 34–130 is still the most comprehensive IPB aid I have come across.
When I can figure out how to apply doctrine in a way it isn't originally intended AND get the double bonus of applying a metaphor that makes it easier to understand I get the same feeling as Double Rainbow Dude. More importantly, when I was an instructor I found it a sure-fire way for students to remember complex concepts.
The following is an adaptation of a presentation I gave in Atlanta at Rendezvous 2015 with the Center for the Advancement of Leader Development and Organizational Learning (CALDOL). It started as an idea in an airport terminal with help from a metaphor I have heard before within a different context from my friends Ori Brafman and Judah Pollack. It turned into a new way of thinking about how to deal with interpersonal relationships and Mission Command.— — — — — —
Army Doctrinal Reference Publication 6–0, Mission Command, explains the six principles of the mission command philosophy.
The level of trust affects how effective organizations are in creating a shared understanding and how willing leaders are to accept prudent risk. The level of acceptable risk can drive or stifle disciplined initiative and help guide three commander tasks and four staff tasks executed through the mission command warfighting function. The Commander’s Tasks are:
While there are other tasks conducted by both the commander and the staff, I want to focus specifically on the first commander task. Instead of driving the operations process, I’m going to apply the six activities of understand, visualize, describe, direct, lead, and assess to the realm of interpersonal skills. I’m also going to apply the metaphor of a boat’s components to explain the function of each activity in accomplishing goals and both establishing and maintaining relationships.Understand
In the context of the operations process understanding refers to the ability to consider details related to terrain, the enemy, friendly forces, civilian populace, society, infrastructure, and other variables that may influence the conduct of operations. Mission Command doctrine also talks about understanding in the context of the philosophy of mission command, that understanding the commander’s intent and the overall common objective enables “subordinates to adapt to rapidly changing situations and exploit fleeting opportunities” (Page 1–4, ADRP 6–0). But what about understanding in the context of relationships? Understanding the strengths, weaknesses, limitations, and competencies of those you work with allow for more effective use of their talents. Further, the understanding of individuals for who they are, their motivations, fears, interests, passions, dislikes, personality, and even personality quirks, is instrumental in designing specific approaches to working with individuals in order to get the most out of them. Understanding of their family life, stresses, and hobbies also allows insight that provide invaluable comprehension to what makes them tick.From http://www.guapa-tbs.com/mediac/400_0/media/f88747465e363f76ffff840fffa86322.JPG
The ability to understand the individuals in your organization is like the keel of a sailboat. It is essential to the stability of the vessel. It prevents the boat from capsizing — it keeps things right side up. Without the keel the boat does not remain upright in times of trouble. Without understanding the organization may fail in turmoil.Visualize
Visualization in the operations process refers to the commander’s ability to “see” the battle and operational environment before the execution of the mission. Leaders must visualize, based upon understanding, the end state and objective of their endeavor and how to get there. Visualization includes identifying the keys tasks and helps formulate the intent for how to conduct an activity. Visualization framed through understanding of individuals allows for a similar construct; that is, I must know what the individuals in the organization are capable and incapable of doing in order to visualize how their strengths will compliment each other to culminate in a successful outcome. Visualization in the context of relationships also may include the ability to “read” others and anticipate their actions or reactions based upon your knowledge of them as a person. Visualizing allows for an idea of how to do something to manifest itself in the description of what is desired.From https://mcowlerson.files.wordpress.com/2012/01/a-really-cool-looking-compass.jpg
Visualization is like a compass. It can provide direction but may drift over time requiring a bit of calibration to make it read true. Visualization uses the understanding of the individuals within the organization to dream within the realm of the possible. Like a good compass, leaders must revisit their visualization of the relationships and goals of the organization periodically.Describe
Once leaders visualize the desired end state they describe their intent and their visualization to their subordinates and staff. In military operations this typically takes on the form of commander’s guidance during the planning phase and manifests itself in an operations order during the “direct” activity. Commanders describe how they see the terrain, how they see the enemy, and how they see themselves and other friendly units. Based upon visualization framed through understanding, description helps the leader process their own intent through vocalization and helps the rest of the organization gain insight into the thinking of the leader. In other applications this includes describing roles and relationships within an organization, norms and rules, and responsibilities.From http://www.mapcruzin.com/free-maps-australia-pacific/midway_islands_91.jpg
The map or nautical chart*, a graphical representation of the earth as seen from above, describes and paints the picture and helps provide finer detail to the compass. By describing intent and the visualization of the end state the leader provides a map to the desired destination; a way to get from here to there. But without a way to move and steer, a map and compass can only show you where you want to go.Direct
Direction can include specific tasks or ways to do things. The amount of direction required is dependent upon the understanding of the visualization and description of the leader as well as the capabilities and limitations of those doing the work. Trust plays a huge role. In military operations the Operations Order (OPORD) is the primary formal “direct” mechanism, though direction takes on many forms. Direction takes on many forms dependent upon the situation and atmosphere; prescriptive, descriptive, laissez-faire, disinterested, absent. Those who are trusted to accomplish the intent typically are given more leeway and less direction than those who are less trusted or whose abilities are not as strong.From https://www.sailboatstogo.com/images/fishingboatsail%2030.JPG
The rudder provides direction to the vessel, allowing it to maintain the direction required to achieve the destination indicated on the map and compass. The more inputs to the rudder, the more the vessel will deviate from the intended direction. Small inputs are best; likely a metaphor itself.Lead
Leadership, as defined in ADRP 6–22, Army Leadership, is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization. Influence mechanisms include cooperation, persuasion, and coercion. Leaders who understand their organization tend to be much more effective in influencing cooperatively than those who do not understand the organization or operating environment, fail to visualize realistically, or cannot describe adequately to their organization what they’re trying to accomplish.From http://www.s20.org/AndrewsCorner/AndrewsCorner2005-1/andrew1.jpg
The sail is the propulsion mechanism to get the vessel from one place to another. Leadership is the propulsion system for the organization. Without it the organization remains stagnant and unmoved.Assess
The monitoring and candid analysis of progress throughout any execution phase is important to seize upon previously unforeseen opportunity or to mitigate unexpected hardship. Relationships and personalities should be assessed over time as well to get a more comprehensive and fair estimate of abilities. Further, assessment allows for identification of inputs or corrections necessary to maximize success during execution that may improve the stakes of accomplishment. Assessment before, during, and after an exercise, project, or operation increases the quality of the product and allows for timely corrective measures while in progress. Assessment is the hallmark of a learning organization and a performance measure of successful teams. In the leadership realm assessment of personal and organizational performance affords a more accurate and realistic vision of strengths and limitations of the plan, execution, and participants.From http://upload.wikimedia.org/wikipedia/commons/9/9d/KHETD.jpg
The radar provides input and senses data that cannot be seen on the map and can aide navigation when visibility is reduced or obscured. Continuous assessment is required to identify opportunities or mitigate unforeseen hazards. Insight gained from the radar (assessment) may require changes to the compass (visualization), change to map data (description), require rudder movement (direction), and either additional or less propulsion or sails (leadership) to achieve the desired destination.
Understand, visualize, describe, direct, lead, assess — six activities that drive the operations process militarily but also have application in other endeavors. The keel, compass, map, rudder, sail, and radar all have important roles in the operation of a ship; so too do these activities in leadership and accomplishing goals and objectives.
Until next time, fair winds and following seas…
A Colorado Springs proposal to funnel millions of dollars to outdoor retailer Scheels All Sports has put a renewed focus on a familiar debate about the use of government incentives for private businesses.
The use of tax breaks and other incentives by cities and states to woo employers has been around for decades. Critics, however, complain incentives are little more than giveaways that allow government to pick corporate winners and losers.
In the case of Scheels, the Colorado Springs City Council last week approved creation of a funding tool that would authorize a $16.2 million tax incentive for the North Dakota-based retailer. In exchange, Scheels plans to build a mammoth, $84 million store in the busy InterQuest commercial area northeast of Interstate 25 and InterQuest Parkway on the Springs’ north side.
A City Council vote on whether to approve an agreement between the city and Scheels, which spells out details of the incentive, is scheduled Feb. 26.
With 27 stores in a dozen states, Scheels combines sales of outdoor clothing, footwear, hunting and fishing gear and sports equipment with Ferris wheels, aquariums, candy stores and other amenities. Customers come from several cities away and turn their shopping trips into family outings.
“It’s not about actually the products, it’s about creating an experience,” Councilwoman Yolanda Avila said last week in supporting the Scheels incentive plan. “And they’re creating an experience that people want to enjoy.”
Councilman Bill Murray, the proposal’s most vocal critic, said Scheels is new and shiny, but shouldn’t need an incentive to locate in the bustling InterQuest area, a short drive from thousands of homes and apartments and just off I-25.
“It’s fancier, it’s newer, it’s prettier. Got you covered, guys,” Murray told colleagues. “But it doesn’t even need this ‘incentivization’ to move into an area that has the demographics to make them incredibly profitable. This just adds to the profit and not to the benefit of what we need to run our city.”
Their back-and-forth highlights the kind of disagreements over incentives that play out in cities such as Colorado Springs or even on the national stage for high-profile projects like Amazon’s second headquarters. Amazon abandoned plans last week for locating a portion of its new headquarters and 25,000 jobs in New York after politicians and activists complained that nearly $3 billion in promised tax breaks were too lucrative for the wealthy online retail giant.
Local and state governments often use incentives to woo so-called primary employers — businesses which attract wealth and investment to a community, but who sell their goods and services outside the area. An example is manufacturers that spend huge sums on equipping factories and buying machinery and seek to offset those hefty capital costs.
Primary employers often hire large numbers of workers who pump money into a local economy when they spend paychecks on homes, cars, appliances and the like. It’s one of the reasons cities and states offered billions in incentives to attract Amazon when it announced plans for a second headquarters.
“Incentives are the pivotal piece in almost anything that goes on now in the United States and virtually all around the world,” said Tom Clark, former CEO of the Metro Denver Economic Development Corp. who now sits on the Colorado Economic Development Commission.
Colorado’s incentive toolbox includes income tax credits to promote job creation, attract aviation-related manufacturers and maintenance companies near airports and encourage businesses to locate in economically distressed areas, including portions of Colorado Springs and El Paso County. Incentives are performance-based and typically tied to the number of jobs added and how long employees are on a payroll.
Colorado Springs offers sales tax rebates on purchases of construction materials, personal property and machinery and equipment; businesses must meet guidelines on new jobs and the amount of their investment to qualify. The Springs also has its own commercial aeronautical zone at the city’s airport for aviation and aeronautical businesses.
The city’s urban renewal districts are another form of incentive; newly generated tax dollars in those areas help pay utility, street and other public improvements, which encourages developers to do business in blighted areas.
What role incentives ultimately play in an employer’s expansion and location decisions, however, varies with each business.
In 2011, Lowe’s Home Improvement Warehouse sought and received a $250,000, five-year tax break — tied to its sales — in exchange for building a store at Citadel Crossing, southeast of Academy Boulevard and Galley Road in Colorado Springs. The city anted up willingly; the post-Great Recession economy needed a boost and city officials had identified Central and South Academy as deteriorating areas.
A year earlier, the city approved a sales tax sharing agreement with Springs attorney and hotelier Perry Sanders Jr. to help him remodel the Mining Exchange office building into what is now a boutique hotel downtown. AAA took notice of the trendy hotel a few years later and gave it a four-diamond rating.
Last week, the Colorado Springs City Council approved sales and use tax rebates totaling $32,000 over four years for Trisco Foods of Australia, which is locating its U.S. headquarters and production facility in a former plastics plant in northwest Colorado Springs. Trisco had been awarded about $720,000 in state income tax credits by the Colorado Economic Development Commission.
Alex Travnicek, project manager for Trisco’s new plant, said the company liked the Springs’ educated workforce, cheap utility rates and lower cost of living. Incentives helped, but weren’t the deciding factor in coming to Colorado Springs, he said. A family connection — the wife of the company CEO grew up in Black Forest, north of the Springs — was a bigger consideration, he said.
“We liked the city so much, we probably would have come anyway, but it is nice to have that kind of support,” Travnicek said of the incentives.
Trisco’s decision is a reminder that incentives don’t necessarily drive an economic development deal, but they can help close it for a company that likes a city’s workforce, cost of doing business and utility rates, among other factors.
“They’ll identify a list of cities that they think are an appropriate market or a location for their investment,” said Bob Cope, the city’s economic development officer. “That doesn’t start with the incentive package. That starts with the fundamentals. As they narrow down the cities that are a best match for their operations, then they would get into the incentive discussions.”
Also, not all incentives are created equal. Colorado incentives are modest compared with more extensive offerings in other states, said Tammy Fields, chief economic development officer of the Colorado Springs Chamber of Commerce & EDC.
A few years ago, an international law firm with multiple locations had the Springs on its short list for an office that would have brought 250 high-wage jobs to town, she said. The law firm wound up taking the jobs to Louisville, Ky., where tax credits being offered were more flexible in their application; the ones in Colorado could only be used to offset the firm’s income tax liability, she said.
“We lost the deal,” Fields said.
Some companies are less concerned with incentives, she added.
In-N-Out Burger, the popular California fast-food chain, plans to open patty production and distribution facilities and its first Colorado restaurant in 2020 in northern Colorado Springs.
But In-N-Out hasn’t shown interest in incentives, Fields said. City officials also haven’t talked about incentives with In-N-Out, Cope said. And a Colorado Office of Economic Development and International Trade spokeswoman said via email, “we do not have an executed contract with In-N-Out.”
In-N-Out declined to comment.
Scheels, however, appears all in on its Springs incentive package.
The City Council voted 7-2 last week to create a mechanism that would allow the city to cut its 2 percent sales tax rate to 1 percent in a designated area, and then permit a company doing business at that site to substitute a 1 percent public improvement fee for the reduced portion of the sales tax.
The new fee would function as a private sales tax on behalf of the company, which then could use the fee’s proceeds to pay for public upgrades at its site or to offset its investment costs.
Based on Scheels’ projected annual sales of $60 million, which includes drawing 40 percent to 50 percent of sales from outside the immediate area, the new incentive would allow the retailer to keep $16.2 million generated by the public improvement fee over 25 years, according to information Cope presented last week to the City Council.
Scheels won’t respond to questions about its Colorado Springs deal.
“As a private company, we do not have a comment on this topic,” a spokeswoman said via email.
Others have plenty to say.
Murray — who has supported other incentives, including the Trisco package — said he wouldn’t oppose help for Scheels if it wanted to build its store on Colorado Springs’ southeast side. The older, lower-income part of town needs jobs and an economic development shot in the arm. A new retailer could help draw consumers to the southeast side who otherwise would never visit the area, he said.
InterQuest on the city’s far north side, however, is one of the city’s hottest retail and commercial markets, Murray said. Along with InterQuest Marketplace, the area is home to the InterQuest Commons and Victory Ridge developments. The three projects boast hotels, restaurants, movie theaters and apartments, among other activity.
Employers also are flocking to the area. In-N-Out plans to build its facilities and first restaurant at Victory Ridge; Ent Credit Union has targeted a new headquarters near I-25 and InterQuest Parkway and Centura Health will build a hospital southeast of I-25 and InterQuest where it bought nearly 60 acres last week.
Scheels’ first Colorado store opened in September 2017 in Johnstown, north of Denver. But Johnstown’s population is only about 15,000, so Scheels naturally attracts customers from outside the town, Murray said.
With Colorado Springs’ metro population of about 700,000 and the drawing power of the InterQuest area, Scheels will cannibalize sales from area retailers, he predicted.
Councilman Andy Pico said he worries the Scheels incentive will give the retailer an unfair advantage over longtime stores that aren’t eligible for the same help. That’s not the case with, say, the city’s airport aeronautical zone, where all businesses can receive the same deal, Pico said.
“It’s going to be in direct competition with, or at least, overlapping competition with Bass Pro, Dick’s Sporting Goods, Big 5, all these others that are kind of in the same business and geographically not too far away in some cases,” Pico said.
Bass Pro Shops opened in 2013 in the Polaris Pointe development about 3 miles north of the proposed Scheels site. Polaris Pointe is part of an urban renewal district created by the city in 2010 to help fund a north-side extension of Powers Boulevard. That extension would run through Polaris Pointe, and, in theory, bring more shoppers to Bass Pro’s doorstep.
Still, Polaris Pointe developer Gary Erickson said last week that city staffers denied a Bass Pro request years ago for a similar incentive to the one Scheels would receive — although Cope said he’s unaware of such discussion. In any case, Erickson said he expects Bass Pro to lose 30 percent to 40 percent of its sales because of Scheels’ presence.
A Bass Pro spokeswoman didn’t respond to requests for comment.
But Cope said Bass Pro’s customer base isn’t the same as Scheels, and the two can co-exist. And while the City Council is likely to approve the incentive for Scheels, other retailers could apply for the same tax break as well. To qualify, they’d need to expand their operations or invest in public improvements, increase the city’s tax base and add jobs, Cope said.
City Council members also worry that failing to lasso Scheels will prompt the retailer to take its store to Monument to the north or Fountain to the south, which would cost revenue and jobs.
“They’re going to build it either here or somewhere near here,” Councilman David Geislinger said of Scheels. “It’s best that it be built here.”
The Gazette’s Wayne Heilman contributed to this report.
“Incentives are the pivotal piece in almost anything that goeson now in the United States and virtually all around the world.” Tom Clark, member of the Colorado Economic Development Commission
The goal of DevOps is to engage the development and operations teams simultaneously throughout the software development...
lifecycle. That means both during the code's initial development and whenever developers modify or update it. No matter what the stage, it's essential to maintain security and compliance by building them in at the outset. Here's the good news: There's not necessarily a tradeoff between security and agility. It's possible to develop code that's even more secure than before the move to DevOps if you approach DevOps and security properly.Initial steps to DevOps and security
The first step to marrying DevOps and security is to be sure you understand the security controls that are currently in place and the ones that are desired. A good starting point is to meet with your enterprise risk management team; if you don't have one, or need additional background, a good framework can be found through the not-for-profit security organization ISACA, which recommends a lineup of key controls for software development that include the following:
Automated software scanning. Developers should deploy an application code scanning tool and also examine log files or other evidence to prove scans are taking place.
Automated vulnerability scanning. In addition to code scanning, ISACA also recommends performing automated vulnerability scanning.
Developer application security training. Auditors should validate that developers received adequate training and demonstrate the use of that training in their practices. That is, developers need to know which tests are appropriate and validate that the tests have been run.
Software dependency management. Tracking dependencies that internally developed code has on software libraries is a critical component of crafting clean, modular code -- and minimizing dependencies makes code cleaner and, generally speaking, easier to secure.
Access and activity logging. Developers should deploy tools that automate developer activity logins so that there's a timestamped trail of changes made by each developer. It's also wise to integrate this with business feature tracking -- so it's clear when and why certain business features were modified.
Documented policies and procedures. ISACA directs auditors to review policies to ensure that they cover all aspects of the production release process.
Application performance management. The ISACA recommendation here is to collect metrics to manage performance and address them when they occur.
Asset management and inventory. Unsurprisingly, an automated tool should maintain a record of assets and applications.
Separation of duties. All code must be peer reviewed, and approvers cannot be the individuals who developed that code. Nor can change managers be the individuals who implemented the change.
The second step, after determining which controls to apply, is to assess the security tools that are currently in place and compare that to what's needed. Good tools for vulnerability assessment include Fortify, SonarQube and Nexus IQ. For automated DevOps and security testing, there's a large portfolio of product types, including static application security testing, dynamic application security testing, interactive application security testing and runtime application security testing. Vendors include Contrast Security, Fortify, Veracode and Waratek. And for activity logging, both Jira and Cucumber can track changes. Many of the other controls can be met by a combination of tools and enhanced processes.Step three? Automation
The third step to DevOps and security is to see if these automated tools enable any degree of process streamlining. One area in which they likely will is separation of duties. A traditional approach might require four people to record a change: One person creates the change, a second reviews it, a third approves it and the fourth does the actual deployment. Although this sounds extremely secure, in practice it's not: It's too easy for someone in the record process to make a human error.
Automated tools can transform this into a simpler, more automated two-step process in which one person changes and a second person approves, with the rest automated, logged and documented. The automation improves both traceability and error rates.
Finally, don't forget about implementing security during the update phase of the software development lifecycle. Specifically, the tools described above can and should extend to the handoff of code to the operations teams. As this is often done in part by creating explicit rules for deployment -- a concept sometimes referred to as configuration as code -- security teams may find new checkpoints where important DevOps and security requirements can be verified.
The bottom line? Integrating application security into DevOps isn't as difficult as it may appear. Leading firms typically establish an appsec bootcamp that trains developers on the fundamentals of application security, including the use of chosen tools. This serves to distribute security knowledge quickly and effectively throughout the developer organization.
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