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C2140-138 - Rational Requisite Pro - Dump Information

Vendor : IBM
Exam Code : C2140-138
Exam Name : Rational Requisite Pro
Questions and Answers : 70 Q & A
Updated On : April 17, 2019
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C2140-138 Questions and Answers

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C2140-138 Rational Requisite Pro

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C2140-138 exam Dumps Source : Rational Requisite Pro

Test Code : C2140-138
Test Name : Rational Requisite Pro
Vendor Name : IBM
Q&A : 70 Real Questions

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IBM Rational Requisite Pro

requirements administration using IBM® Rational® RequisitePro® | killexams.com Real Questions and Pass4sure dumps

This chapter is from the e-book 

reckoning on the format, source, and customary features, the necessities may also be cut up into distinct requirement forms. listed here are some requirement forms that are often used in projects:

  • Stakeholder want: a requirement from a stakeholder
  • characteristic: a carrier offered via the system, always formulated via a company analyst; a goal of a characteristic is to satisfy a stakeholder want
  • Use case: a description of device habits in terms of sequences of actions
  • Supplementary requirement: an additional requirement (always nonfunctional) that cannot be captured in use cases
  • verify case: a specification of verify inputs, execution circumstances, and anticipated results
  • scenario: a specific sequence of moves; a particular path through a use case
  • These requirement varieties will also be presented in the variety of a pyramid, as shown in figure 1.1.

    at the accurate stage are stakeholder needs. On the lower degrees are elements, use circumstances, and supplementary requirements. rather regularly, at different stages of these necessities, distinctive tiers of detail are captured. The lessen the degree, the more specific the requirement. as an example, a necessity could be “facts may still be persistent.” The characteristic can refine this requirement to be “system may still use a relational database.” On the supplementary specification level, the requirement is even more specific: “device may still use Oracle 9i database.” The extra down, the greater distinctive the requirement. one of the crucial premier practices of requirements administration is to have at least two different stages of requirement abstraction. for example, the imaginative and prescient includes high-stage requirements (points), and the reduce ranges in the pyramid express the necessities at a detailed degree. Senior stakeholders (such as vice presidents) wouldn't have time to examine 200 pages of precise necessities however may still be anticipated to read a 12-page vision document.

    despite the fact, it is as much as enterprise analysts to opt for the granularity of requirements at each and every stage. Nothing is incorrect with putting somewhat particular necessities from stakeholders on the stakeholder needs level.

    The leading difference between wants and lines is within the source of the requirement. wants come from stakeholders, and lines are formulated through enterprise analysts.

    The role of examine situations is to investigate if use situations and supplementary requirements are carried out appropriately. eventualities support derive use circumstances from verify instances and facilitate the design and implementation of selected paths through use cases. In RequisitePro we can define many other requirement kinds, such as thesaurus terms and actors. They aren't pure requirements conforming to the definition supplied at the start of this chapter, but when we signify them in RequisitePro as necessities, we benefit flexibility to music their attributes and traceability using identical mechanisms which are supplied for other requirement kinds.


    IBM Updates Rational Toolset | killexams.com Real Questions and Pass4sure dumps

    on the IBM Rational application building convention 2006 these days IBM announed device updates to guide SOA design, building and testing.

    These adjustments enhance the center of attention IBM is putting on the governance of utility building and testing. Governance is the design and enforcement of policies and guidelines which assist IT processes meet organizational dreams. the most typical goals include improving can charge and speed of construction--emphasizing concepts comparable to service reuse. one other principal theme is making certain that functions are compliant with protection and interoperability policies, which increases reusability and helps functions conform to commercial enterprise and regulatory requisites.

    to meet these overarching company goals, IBM announced Portfolio supervisor 7, which gives monitoring capacity for substances on IT projects. This tool is integrated with the accepted development tools introduced by IBM.

    more and more, these governance wants span a lifecycle of development, trying out, deployment and management. For building IBM Rational ClearQuest 7 accommodates these themes via guaranteeing that alterations are made in accordance with enterprise necessities and ultimate practices all the way through construction and design.  ClearQuest has been mixed with the build Forge building repository and released nowadays as Rational build Forge 7. IBM also introduced ClearCase 7 the latest version of IBM's advanced edition handle repositoryFor deployment management, ClearQuest works with a new liberate of the Tivoli Provisioning manager 7. the integration of those three equipment helps span design, run and change time governance requirements.

    a set of tools had been exceptionally introduced for software testing. These encompass purposeful Tester Plus (cross platform checking out, defect and change tool), Purify Plus (runtime analysis and performance tool), RequisitePro 7 (necessities management tool). For test automation, IBM announced Rational robotic.

    These announcements aid the ordinary IBM Rational strategy to increase the structure the discipline of provider oriented software for the greatest and most advanced initiatives. inside any tool set of this complexity, there are some design decisions which want IBM's favorite methodology (Rational Unified procedure, or RUP). To learn more, here's an educational about SOA and Rational equipment.


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    Rational Requisite Pro

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    Requirements Management Using IBM® Rational® RequisitePro® | killexams.com real questions and Pass4sure dumps

    This chapter is from the book 

    Depending on the format, source, and common characteristics, the requirements can be split into different requirement types. Here are some requirement types that are often used in projects:

  • Stakeholder need: a requirement from a stakeholder
  • Feature: a service provided by the system, usually formulated by a business analyst; a purpose of a feature is to fulfill a stakeholder need
  • Use case: a description of system behavior in terms of sequences of actions
  • Supplementary requirement: another requirement (usually nonfunctional) that cannot be captured in use cases
  • Test case: a specification of test inputs, execution conditions, and expected results
  • Scenario: a specific sequence of actions; a specific path through a use case
  • These requirement types can be presented in the form of a pyramid, as shown in Figure 1.1.

    At the top level are stakeholder needs. On the lower levels are features, use cases, and supplementary requirements. Quite often, at different levels of these requirements, different levels of detail are captured. The lower the level, the more detailed the requirement. For example, a need might be “Data should be persistent.” The feature can refine this requirement to be “System should use a relational database.” On the supplementary specification level, the requirement is even more specific: “System should use Oracle 9i database.” The further down, the more detailed the requirement. One of the best practices of requirements management is to have at least two different levels of requirement abstraction. For example, the Vision contains high-level requirements (features), and the lower levels in the pyramid express the requirements at a detailed level. Senior stakeholders (such as vice presidents) do not have time to read 200 pages of detailed requirements but should be expected to read a 12-page Vision document.

    However, it is up to business analysts to decide on the granularity of requirements at each level. Nothing is wrong with placing quite detailed requirements from stakeholders on the stakeholder needs level.

    The main difference between needs and features is in the source of the requirement. Needs come from stakeholders, and features are formulated by business analysts.

    The role of test cases is to check if use cases and supplementary requirements are implemented correctly. Scenarios help derive use cases from test cases and facilitate the design and implementation of specific paths through use cases. In RequisitePro we can define many other requirement types, such as glossary terms and actors. They are not pure requirements conforming to the definition provided at the beginning of this chapter, but if we represent them in RequisitePro as requirements, we gain flexibility to track their attributes and traceability using same mechanisms that are provided for other requirement types.


    RequisitePro future in doubt as IBM buys Telelogic | killexams.com real questions and Pass4sure dumps

    IBM is the mystery company that intends to buy Telelogic, the Swedish software development, modeling and enterprise architecture firm, it has emerged.

    When the deal closes Telelogic will become part of IBM’s Rational Software division, headed by Dr Danny Sabbah, general manager. There is sure to be at least some disquiet about this deal within the Rational camp generally – and anyone still directly involved with the Rational RequisitePro requirements and use case management tool in particular – because there are considerable overlaps between Telelogic’s and Rational’s software portfolios.

    Speculation as to who the bidder was has been rife since Telelogic was forced into announcing that it had received a conditional offer – without naming the acquirer – on June 4.

    IBM said yesterday it will buy Telelogic for 21 Swedish Kronor per share, taking the total price to 5.2 billion Swedish Kronor (or approximately $745m). The price comes in at 3.6 times Telelogic’s sales of $208m for full year 2006.

    IBM said that price is a premium of around 21% over the closing share price before the conditional offer announcement from Telelogic on June 4; is 25% above the average closing share price for the last 20 trading days up to and including 31 May; and 39% above the average closing share price for the last 60 trading days up to and including 31 May.

    Not surprisingly, Telelogic’s board is unanimously in favor of the offer, which is still subject to the statutory closing conditions of such deals.

    Telelogic has around 8,000 customers worldwide but has seen most success in the aerospace and defense, telecommunications and automotive industries. The company saw year-to-year sales growth of 20% between ’05 and ’06, but it was perhaps unclear how it could get its products to a wider market, so selling up to a larger player with a broader footprint makes sense.

    Announcing the deal, IBM Rational’s Sabbah said, IBM’s acquisition of Telelogic will complement our entire portfolio to help our clients drive efficient and effective software development processes that are vital to product delivery, while Telelogic’s CEO Anders Lidbeck said, This acquisition will provide our clients with enhanced capabilities to develop and deploy complex systems on a global basis. IBM and Telelogic clients will be able to leverage a broader set of capabilities without the need to replace existing systems.

    Our View

    There are several overlaps between Telelogic’s and IBM Rational’s portfolios. Rational RequisitePro, which analysts say has anyway not kept up with the latest trends in requirements capture and management, is looking likely to be sidelined or dropped, with Telelogic’s far more successful and up-to-date Doors product taking the limelight.

    It’s also not clear where the acquisition of Telelogic leaves Rational’s testing products at this stage, as there are obvious overlaps there with Telelogic’s Tau systems design, development and testing line.

    But as well as acquiring Telelogic’s 8,000 customers, IBM will be glad to have its hands on its enterprise architecture toolset, System Architect. This had become one of the jewels in the Telelogic crown since Telelogic bought the product with its acquisition of Popkin Software in April 2005.

    Enterprise architecture was a big missing piece of the puzzle for IBM, and yet enterprise architecture tools have become increasingly strategic purchases for many companies, as well as offering a good starting point on the road to services oriented architecture (SOA).

    Another big win for IBM is surely Telelogic’s strength in the embedded modeling and development space, an area it bolstered further with its own acquisition of I-Logix back in March of 2006. Telelogic’s Focal Point product will also be a welcome addition to the Rational portfolio, giving it product lifecycle management or PLM capabilities that have been at best weak and at worst missing altogether until now.

    Analyst firm Ovum’s principal analyst in this space, Bola Rotibi, told us she believes there are many positives from this deal for both Telelogic and IBM customers. She pointed to Telelogic’s enterprise architecture and embedded development and modeling tools as the key wins for IBM and its customers, and noted that IBM and Telelogic have similar cultures and ethos, which should ease the integration.

    However she said that, We thought that too of IBM and Rational when the former acquired the latter five years ago, and look how long it has taken for those two companies to finally settle into a coherent and workable product roadmap. IBM has come a lot further since then and certainly recognizes its mistakes in the handling of Rational – even if it doesn’t publicly acknowledge them – so there is hope that they will handle the integration of Telelogic more sensibly and productively.

    Saying that the Telelogic buy gives Rational a nice boost in the software testing space, Ovum’s Rotibi added: Watch out HP (Mercury), Compuware and Borland.

    Indeed, while Borland could probably not have afforded to acquire Telelogic for $745m as IBM has done, HP and Compuware may well have been keen to get their hands on Telelogic, not least because its enterprise architecture tools give whichever firm owns them the chance to engage with some senior IT decision-makers and business analysts, whose attention is not always easy to grab.


    How much does software add to the cost of today's vehicles? How about tomorrow's electric cars? | killexams.com real questions and Pass4sure dumps

    Hughes Telematics Connected Car – Click above for high-res image Back in 2005, the Center for Automotive Research, with help from other groups, conducted a study that predicted that electronics and software would make up almost 40 percent of a car's total value by 2010 (PDF). Yesterday, IBM used this number in a press release when discussing the way that the computer company wants to work to simplify the millions of lines of code and the way all the electronic systems in a car work together. The number really stood out. After all, if 40 percent of the value of your car is in the electronic gizmos, what's going to happen in the near future? On the one hand, more and more electronic systems (plug-in hybrid powertrains, to name just one obvious example) will be introduced into vehicles. On the other hand, the long-term trend in electronics pricing is down, down, down (compare the computer you get for $500 today with what you got for $1,500 five years ago). To find out more, we spoke with IBM's Meg Selfe, Vice President, Complex & Embedded Systems, IBM Rational Software and it turns out that nothing is guaranteed or simple in this industry.

    The issue is that all of the telematics, entertainment and other electronic systems in a vehicle are being developed by a lot of different companies. As Selfe said, the electronics reside on the chips and modules, and these come from different suppliers and the modules are not architected together, which all adds complexity. IBM's release says it wants to integrate these processes "to better manage these smart vehicles across their lifecycle." To do this, Selfe said, "We feel there has to be a decoupling of the software hardcoded into the hardware. Right now, we can't manage the complexity." Read on after the jump to find out how this might happen and what it might mean.

    [Source: IBM | Image courtesy of Hughes Telematics, Inc ]

    Selfe said IBM used 40 percent not as a specific and totally accurate number, but that it was "most representative of the current industry." Also, it's an indicator that the amount of electronics in vehicles are increasing because it had been pegged at 16 percent of a vehicle's total value in 1990 and was 25 percent in 2001. She said IBM has been talking to its clients about this, and feels that whatever the actual number is, it's higher than it was and less than it will be.

    As for the potential for vehicles to get cheaper as a result of an automotive version of Moore's Law, Selfe said there's potential for vehicles to get cheaper but it's not guaranteed:

    The devils are in the details of the delivery. My optimistic self would say absolutely, but my practical side knows there are so many possible steps to be able to execute this [that it may not happen]. Selfe said that the best possible solution would be for OEMs to take the savings from the more efficient, smarter cars and turn that into developing more fuel efficient technologies. We feel, to keep pace with those kinds of societal demands, it's not just that we need to design differently, but we need to able to implement control functions that allows better control of emissions. You're moving away from the combustion and the mechanical aspect of the engine and we feel this is a means to an end to integrate some of those technologies that make our cities cleaner. It would be great to reinvest the saved money in innovation. In other industries we're seeing that. There's a video of IBM vice president Scott Hebner talking about IBM's role in making "smarter cars" below.

    PRESS RELEASE IBM Addresses Complexity in Automotive Systems Automotive Manufacturers Gain Competitive Edge through Telematics ORLANDO, FL -- 7 June 2010 -- IBM (NYSE: IBM) today announced it has teamed with industry leading manufacturers, Hughes Telematics, Inc. (HTI) and Daimler Fleetboard GmbH, to address the growing complexity of designing and managing automotive systems. The companies have collaborated with IBM to develop software platforms that more quickly deliver telematics services to their customers.

    Although vehicles are becoming more complex they are also becoming smarter. The intersection of information and communications technology, also known as telematics, is expected to be a standard feature in vehicles by 2015 according to ABI Research.1 The use of telematics allows vehicles to be connected in ways that are designed to enhance the driving experience for consumers, or increase the operational effectiveness of transportation companies.

    The Growing Ecosystem of the Automotive Industry

    Automotive manufacturers are also facing the challenge of having to integrate a growing amount of software, mechanical and electronic technologies across a vast ecosystem of suppliers. Additionally, these technologies need to be tracked and managed as they evolve over twenty-years -- the average lifespan of a vehicle.

    Further contributing to this challenge, the evolution of automotive control electronics is expanding at a rapid rate. In 1990, the amount of electronics and software in a vehicle accounted for less than 16 percent of the vehicle's total value. Today, that share is projected to account for almost 40 percent of the value of a new vehicle.2 Due to this exponential growth in the automotive electronics industry, owning a modern vehicle is equivalent to operating thirty or more computers on wheels. In fact, the average automobile now has several millions of lines of code3 -- more than a space shuttle.

    "As the use of software continues to serve as the basis for increased innovation and competitive advantage in the automobile industry, the traditional approach of developing software will not work for today's modern vehicle manufacturers and their partners," said Dr. Daniel Sabbah, general manager, IBM Rational. "Today, premium class vehicles are estimated to contain up to one gigabyte of on-board software. Clearly, the companies that will succeed in the automobile industry will be those that develop a core competency in designing, delivering and managing software."

    Hughes Telematics, Inc. Chooses IBM Software and Services to Help Them Enhance the Driving Experience

    Atlanta-based HTI, a leader in providing next generation connected services for automobiles, provides customers such as Mercedes-Benz USA with the ability to equip their vehicles with onboard sensing and communications systems. These systems are designed to provide drivers with an array of services -- from automatically seeking and guiding emergency help in the event of an accident, to remotely locking and unlocking vehicle doors from a smartphone, downloading location-based recommendations on lodging or restaurants, or to even locating a stolen vehicle.

    As a new entrant to the telematics market in 2006, HTI needed to build its business from the ground up, and believed that doing so on an open standards platform would produce service opportunities that would put them far ahead of their competition. HTI partnered with IBM and used its software and services to design and deliver a platform for continuous innovation. As a result of HTI's collaboration with IBM, the company has been able to bring new services to the market in less than 30 days, far faster than its competitors.

    IBM Global Business Services and HTI worked closely together to design and deploy HTI's core business processes that govern all customer interactions. Throughout the project, the IBM team also used IBM Rational portfolio management solutions and IBM Rational DOORS to manage requirements processes, work products and deliverables, collaborate between onshore and offshore teams, store deliverables, ensure version control on deliverables and communicate on updates.

    "Our key criterion was to develop a telematics architecture that supported not only today's connected vehicle services, but also tomorrow's future developed services," said Keith Kammer, vice president of operations, Hughes Telematics, Inc., "The depth of IBM's software, services and telematics expertise has accelerated our implementation and positioned us as an industry technology leader."

    Daimler Fleetboard GmbH and IBM Help Transportation Companies Increase Productivity of Vehicle Fleets

    Also facing the challenges of a rapidly evolving automotive industry, Germany-based Daimler Fleetboard GmbH, a leading provider of online telematics solutions and services for commercial vehicles and logistics companies, needed to help its clients improve efficiencies and transparency in day-to-day operations and better manage their vehicle fleets.

    By using IBM software as the foundation for its comprehensive telematics system, Daimler Fleetboard has been able to help clients optimize vehicle usage and routing, and deliver new functionality to vehicles remotely, without having to remove them from service. The IBM Rational software solutions support Daimler Fleetboard in developing and maintaining the software applications for its competitive services. As a result, Daimler Fleetboard can provide its clients with the newest telematics services and technologies enabling them to reduce fuel consumption by 5 to 10 percent, and to save up to 10 percent in telecommunications costs.

    "For us it was clear that we wanted an integrated development environment, and one from a single end-to-end source," said Dr. Christian Ballarin, product and production director at Daimler FleetBoard. "By partnering with IBM, Daimler Fleetboard has not only been able to use this development environment to design our own telematics solutions in-house, we've also been able to run them on the infrastructure we created with IBM software. This has resulted in us dramatically reducing our own operating costs, while also giving our clients the ability to more efficiently manager their vehicle fleets."

    From the IBM Rational software platform for automotive systems, Daimler Fleetboard uses IBM Rational Focal Point to manage customer and market requirements, and its product and service portfolio. The company also uses IBM Rational Software Architect for modeling and programming, while IBM Rational Requisite Pro handles the compilation of performance and requirements specifications. IBM Rational Functional Tester help to automate function and regression tests, while test cases are managed and allocated by IBM Rational ClearQuest Test Manager. This also enables Daimler Fleetboard to track bugs and increase agility across the entire application development lifecycle.

    About Hughes Telematics

    Hughes Telematics, Inc. ("HTI") (OTCBB: HUTC and HUTCW) is a leader in implementing the next generation of connected services for the automobile. Centered on a core platform of safety and security offerings, the company develops and manages vehicle- and driver-centric solutions to enhance the driving and ownership experience. Headquartered in Atlanta, Ga., HTI offers a portfolio of consumer, manufacturer, fleet and dealer services provided through two-way connectivity to the vehicle. Networkfleet, Inc., a wholly owned subsidiary of HTI located in San Diego, Ca., offers remote vehicle diagnostics, an integrated GPS tracking and emissions monitoring system for wireless fleet vehicle management. Additional information about HTI can be found at www.hughestelematics.com.

    About Daimler Fleetboard GmbH Daimler FleetBoard GmbH is one of the European market leaders in commercial-vehicle telematics. The FleetBoard terminal devices and services are aimed at fleet managers and dispatchers in truck and van fleets in all industries and of all sizes. FleetBoard has been established as a profitability-boosting fleet management system for a number of years. Easy-to-use technology assists drivers with their daily tasks. The wholly owned Daimler subsidiary based in Stuttgart is a DEKRA approved and certified organization in accordance with DIN EN ISO 9001:2008. Since FleetBoard was launched in 2000, more than 60,000 vehicles have been equipped for some 1300 customers.

    About IBM For more information about IBM's automotive solutions, visit www.ibm.com/automotive. To access the INNOVATE 2010 online press kit, visit: http://www.ibm.com/press/innovate2010.

    1Dominique Bonte & George Perros, "Consumer Telematics: Embedded, Hybrid, Portable, and Converged Solutions" ABI Research, 2009. 2"Electronics: Driving Automotive Innovation" Auto Electronics, Facts and Forecasts (2005). 3M. Broy, "Challenges in Automotive Software Engineering" (paper presented at ICSE'06, May 20-28, 2006).



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