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|Updated On||:||April 24, 2019|
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CAT-221 exam Dumps Source : CA Clarity PPM v13.x Professional Certification
Test Code : CAT-221
Test Name : CA Clarity PPM v13.x Professional Certification
Vendor Name : CA-Technologies
Q&A : 50 Real Questions
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ISLANDIA, N.Y., Jan. 18, 2012 /PRNewswire/ -- CA technologies (Nasdaq: CA) these days announced a new unlock of CA clarity™ assignment and Portfolio administration (PPM).
This unencumber redefines the consumer event and improves purchasers' means to:
"organizations want to CA technologies for business service Innovation - the usage of superior applied sciences and new processes to bring innovation and cost to their clients," stated Brian Bell, widespread supervisor, provider and Portfolio administration, CA applied sciences. "We see corporations increasing how they use PPM via applying it to business initiatives akin to cloud service adoption for enterprise transformation, new product building, managing tasks from idea to execution and business collaboration.
"With its redefined person event and integrated commercial enterprise social collaboration, CA readability PPM v13 revolutionizes how organizations use PPM by means of expanding company alignment and offering a means to greatly simplify the adoption of PPM within IT companies and throughout different business areas. It presents a single answer for managing the work, components, budgets and efficiency of IT and enterprise initiatives, even if delivered on premise or on-demand as a service," Bell added.
This release of CA clarity PPM furthers shoppers' skill to reduce expenses via better productiveness and a simplified person adventure; to achieve faster time-to-price from their utility funding; and to collaboratively innovate across distinct capabilities within the business.
more advantageous productivity is accomplished via a new consistent, intuitive consumer interface (UI) that simplifies the user event to raise productiveness and assist cut back prices. the new UI provides:
Collaborative innovation is performed via incorporating conception capture and group collaboration, necessities planning and Agile planning right through the CA readability PPM solution.
swift time-to-price of the software will also be realized via diverse operational enhancements including automated financial management and visible roadmaps in addition to a simple upgrade from previous on-premise models and the choice to use CA readability PPM delivered on-demand as a carrier.
"This free up of CA readability PPM has many new capabilities and contours that prolong its utility and benefit past the IT branch," pointed out Tammi Reel, vice president of the big apple metropolis CA readability PPM consumer community and senior software analyst, rising fitness, Montefiore suggestions expertise. "The simplicity, brought features and a new consumer interface should still raise productivity for all clients – from senior management to mission managers. CA clarity PPM users should still see edition 13 as a breath of clean air. it is truly an excessive makeover to the CA readability PPM software."
attainable on premise, on-demand as a carrier, or hosted and applied by means of CA services, CA clarity PPM v13 adjustments the way partners and clients view and use the solution. shoppers who engage CA services to host and enforce the utility can recognise savings on capital investments and inside useful resource fees, given that CA services will additionally computer screen and manage the answer and infrastructure, and make CA clarity PPM enhancements accessible instantly.
clients who use the application on-premise, on-demand, or as a hosted answer have the choice to interact CA functions for an in-depth evaluation to prolong the price they can derive from PPM and use CA services to operate upgrades.
"This release of CA readability PPM gives you every little thing an answer update should still – it improves the product without altering the current performance that purchasers love," said Bob Schwartz, managing main, Digital Celerity, a premier CA applied sciences answer issuer partner. "We are expecting this liberate to open new markets for us with an improved skill to display CA readability PPM's expansive capabilities. The agility to circulation from an resourceful idea to a part of the portfolio to be managed in a single solution is effective for the mid-market."
The latest free up of CA clarity PPM is obtainable today. For additional information, please seek advice from http://www.ca.com/us/items/detail/CA-clarity-PPM.aspx.
About CA technologies
CA technologies (NASDAQ: CA) is an IT management software and options company with talents across all IT environments – from mainframe and allotted, to virtual and cloud. CA applied sciences manages and secures IT environments and allows for shoppers to carry extra bendy IT features. CA applied sciences inventive products and functions give the insight and control elementary for IT businesses to power company agility. nearly all of the world Fortune 500 depends on CA technologies to control evolving IT ecosystems. For additional info, discuss with CA technologies at www.ca.com.
follow CA applied sciences
Copyright © 2012 CA. All Rights Reserved. One CA Plaza, Islandia, N.Y. 11749. All other logos, change names, provider marks, and emblems referenced herein belong to their respective agencies.
Leanne Agurkis cell: 407-620-2136Leanne.Agurkis@ca.com
source CA applied sciences
CA applied sciences has updated its CA clarity project Portfolio management (PPM) utility with a new user interface, one that the company hopes will appeal to a broader set of company clients.
The capabilities audience for PPM utility has extended during the past few years, said Kelly Blice, a CA applied sciences vice chairman of marketing for portfolio management software and capabilities.
"five years in the past, IT people have been used clarity to manage or work on a undertaking," she noted. "Now the company leaders are the usage of it."
at first, IT departments used the software to manipulate their IT tasks. PPM software can be used to maintain track of the work hours spent on a task, to summarize how a ways along the undertaking is towards completion, to alert managers about impending deadlines, and to get an estimate of how an awful lot funds is being expended on a task. Now the utility has discovered a 2nd home in lots of organizations' assignment administration workplaces, the place it can also be used to monitor over non-IT enterprise projects as well.
To this conclusion, in clarity 13, CA applied sciences has re-engineered the web consumer interface of its application in hopes of creating it more straightforward for non-IT company managers and analysts to use. The conception is to allow users to get to the records greater directly than they might the usage of old models, Blice said.
In certain, the application enables users to create their own dashboards by way of a drag-and-drop interface, which makes it possible for them to spotlight the information they are most interested in following. The menus have also been streamlined so that users can get to counsel extra conveniently, through two clicks rather than 10 or 11 clicks that the outdated version regularly required, Blice noted.
The constructed-in charting ability has been streamlined as smartly. It now can latest information as a Gantt Chart, a kind of bar chart used for showing how a long way along a project is to completion. it will possibly additionally present undertaking milestones in graphical form, as a visible roadmap.
besides a revamped user interface, the application is now built-in with Salesforce.com's Chatter hosted collaboration house, which makes it possible for participants to look for other consultants within the firm, to collaborate on documents and to follow items of hobby, such as concepts, necessities and tasks, from their desktops and mobile phones.
readability 13 is the primary essential replace of the utility due to the fact that clarity 12, released in 2010. it is purchasable as both application and as a hosted carrier from CA applied sciences itself. The rate of the on-premise version begins at US$one hundred twenty five,000, for one hundred users. additional clients can be brought on a per-seat fee. The CA clarity PPM On Demand service begins at $50,000 per 12 months, for 100 users. additional users will also be brought on a per-seat basis.
Joab Jackson covers business utility and regularly occurring know-how breaking news for The IDG news carrier. follow Joab on Twitter at @Joab_Jackson. Joab's electronic mail handle is Joab_Jackson@idg.com
Copyright © 2012 IDG Communications, Inc.
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CA Technologies has unveiled a training scheme for new computer science graduates aimed at broadening their knowledge in professional services.
Through the Associate Services Consultant Programme (ASCP), CA Technologies will be recruiting across a range of disciplines, such as computer science, computer information systems, and information technology, as well as more business-oriented degrees such as business administration, business management or international business and management.
The programme aims to train graduates in the necessary technical and business skills to provide professional services related to a specific CA products.
An initial group of six associates in the UK, all of whom possess a BSc, MSc or PhD degree, has just completed training and certification and these employees are now actively engaged on project and portfolio management (PPM) deployments.
Valentina Zanardi is one of the first graduates to take the ASCP. She joined CA while completing a PhD at University College, London. The programme of training offered three weeks of intense training on Clarity, the CA Technologies PPM tool. She now works with customers to help them get the most from Clarity.
"I've always been ambitious. I hope my career develops quite fast. I would really like to take on more management roles, rather than technical," she said.
Debbie Shingler, director of CA Services in Europe, said: "By providing associates with a thorough understanding of our customers' business objectives, a solid working knowledge of CA Technologies solutions and the ability to effectively deploy these solutions, including team management and communication skills, CA will be better equipped to effectively serve customers and ensure they get the most out of their CA Technologies investment."
CA is now planning to recruit 24 candidates from across Europe. In Italy, four associates will be hired, trained and certified in security and compliance management to help customers address their most critical security needs. In Germany, an additional five candidates will join the ASCP to build their skills in CA's virtualisation and service automation, helping customers deploy repeatable and measurable processes for defining, delivering and supporting services and assets.
British Gas launches IT apprenticeship scheme for school leavers >>
Co-operative Group offer IT apprenticeships as part of £9m academy >>
In the software business, certifications are often table stakes when you want to do business with the world.
When you hire an electrician to wire your new house, you want to make sure he or she is a certified professional because you don’t want your house to burn down. The certificate makes gives you confidence that your electrician knows what he or she is doing.
Companies buying software and services for mission critical processes want that same confident feeling when they use or buy products to solve business problems. And a sticker on the box makes it easy to see, who is up to the job and who isn’t. You make your short list from vendors and professionals who are certified.
Stage-Gate is one of the certifications you should be looking for. Stage-Gate isn’t your garden variety sticker of confidence. “Stage-Gate Ready Certification, Version III, requires participating software providers to demonstrate functionality that moves beyond the tactical execution of new product development”, says Scott J. Edgett, world renowned innovation expert and CEO of Stage-Gate International. “It addresses the business’ need for visibility of their innovation program from the strategic, portfolio and project level, while addressing a level of analysis that supports the continuous improvement of enabling Stage-Gate innovation management processes.”
Certification week is not an easy couple of days in the lab. CA Technologies recently demonstrated CA Clarity PPM performance on more than 115 mandatory and 97 optional criteria. This achievement includes the ability to automate process optimization and innovation strategy – new areas addressed with Stage-Gate’s latest version of evaluation criteria.
CA Technologies was one of the first vendors to become Stage-Gate certified in 2008. To recertify, CA Technologies participated in a comprehensive evaluation conducted by Stage-Gate experts. We showed functionality on 200+ innovation-related criteria and showed how CA Clarity PPM easily automates Stage-Gate processes. CA Technologies met or exceeded 100% of both mandatory and optional criteria for Idea to Launch Process Management, Portfolio Management, Idea Management and new categories, Innovation Strategy and Process Optimization.
“The Stage-Gate Ready recertification further differentiates CA Technologies as the leading Project and Portfolio Management solution for product and service innovators,” said Mary Cauwels, senior director of product marketing at CA Technologies. “The combination of effective portfolio management, where you view each new project as an investment complimented by a Stage-Gate process uniquely helps organizations use consistent, vigorous criteria to ensure they are investing in the right innovations at the right time.”
Look under the hood – the Stage-Gate sticker means technology you can trust.
Read more about CA Clarity™ PPM by CA Technologies Stage-Gate Ready Certification here.
More and more organizations are transforming their IT departments into self-sustaining business units, treating internal users as if they were external customers. And for good reason, says Dennis Drogseth, vice president of Enterprise Management Associates, an IT management consultancy.
“IT is a business within the business,” he says. “If it’s not run that way, it won’t be effective or efficient.”
But delivering IT as a service is not a trivial transformation — nor, ultimately, one with a foreseeable end. It can involve elements of project portfolio management, re-engineering of workflow, and process improvement spanning several years.
Many large IT organizations have discovered that the route to a customer-centric service organization runs along the ITIL (Information Technology Infrastructure Library) framework. By adopting best practices for managing service requests, changes, and IT assets, organizations can harness their help desks, avoid downtime from unauthorized changes, and deliver better service to their internal customers, notes David Ratcliffe, CEO of ITIL training organization Pink Elephant.
But ITIL is only a means, not an end. “The biggest misconception is that all you need to do is become ITIL certified,” Drogseth warns. “That’s a sure recipe for failure. You have to figure out what it is you’re trying to enable. The end has to transcend ITIL.”
With all big initiatives, the biggest hurdle is getting the support of your prospective customers. “The No. 1 pitfall is always people,” says Jean-Pierre Garbani, a vice president at Forrester Research. “If people feel threatened by what you’re doing, they’re going to resist it. You’ve got to educate them, show them the benefits, remove the threat.”
A customer-centric IT department increases productivity, drives up project success rates, and creates a higher profile for technology within an organization. If efforts in this direction are poorly implemented, organizations risk further alienating techies from the rest of the organization — turning them into order takers for the enterprise, rather than business advisers. Done well, however, corporate strategy and investment track records stand to improve significantly.
Here are four organizations getting IT as a service right.
Meeting the customer-focus challenge:Purdue’s renewed end-user orientation earns high marks
Two years ago, a techie at Purdue University came up with a great idea. Why not turn professors’ lectures into podcasts that Boilermaker undergrads could download and listen to as often as they wanted? With that flash of inspiration, the BoilerCast service was born.
There was just one problem: Hardly anyone in IT management knew the program existed. Purdue’s CIO, in fact, found out about BoilerCast when the guy who started it — a supervisor in one of Purdue’s video departments — was interviewed on a local news station.
“It’s a time in our lives we don’t really like to think about,” admits Brett Coryell, executive director for Information Technology at Purdue (ITaP). “Our CIO came back to us with a lot of questions we couldn’t answer — like how we were going to support the service as it scaled, or protect professors’ rights to their own content.”
Shortly afterward, ITaP began rolling out a customer-focused approach for delivering IT services to Purdue’s 62,000 students and staff, following a project-governance model and portfolio-management approach. Now BoilerCast is one of 130 services ITaP offers in its online service catalog, which also includes items such as payroll services, phones, and networking. If, say, the student services department needs a new access-control system for the gymnasium, Coryell says, it can purchase application-hosting services from ITaP. The fee would also include a certain amount of rack space, power, networking, and call support.
Roughly 25 percent of ITaP’s $58 million budget comes from charge-backs to internal customers; the rest is covered by the university. The group is required to break even over a rolling three-year span; if it collects too much money, it has to lower next year’s rates; too little, and it has to renegotiate with customers.
“That puts great pressure on us to keep service levels high and customers satisfied,” Coryell says. “We’re not allowed to run a deficit, so if customers leave us, we’ve got to charge everyone else more.”
The customer-centric focus flows in the opposite direction as well. When ITaP must decide which of the 30 to 60 projects in its portfolio deserve the most resources, it brings in a governance committee composed of 20 department heads. Each member ranks projects based on factors such as benefit, cost, duration, and risk; projects that receive the highest overall ranking are then paired head to head until the group reaches a consensus about which ones to pursue first.
ITaP’s shift in focus began three and a half years ago when it embraced formal project management. Nearly half of ITaP’s 450 full-time employees have gone through ITIL training, while nine employees have completed their Project Manager Professional certifications, an 18-month process.
The training has paid off handsomely. Last year ITaP rolled out a course-management system across Purdue’s four campuses; its ITIL-based service desk was able to cut second-level support calls by 50 percent. The group has just finished rolling out BMC’s Remedy Service Desk for unified ticketing and incident handling. Coryell says these changes will allow ITaP to implement a $73 million ERP project without adding more full-time personnel or degrading service levels.
“Being more customer focused challenges our staff to not only be technically savvy, but also in touch with the business community,” he says. “By asking probing and open-ended questions, we can make sure we’re building them the right systems and better aligning ourselves with their business.”
Flying high on ITIL:Oakland County finds a lifeline in ITIL and CA Clarity
It’s not every day you’re asked to save three astronauts in a crippled spacecraft thousands of miles above the Earth. But that was the job facing Phil Bertolini and his Mission Control team as they grappled with explosions, rising carbon-dioxide levels, and dozens of other tough problems coming at them from every direction.
Of course, this was not NASA’s Mission Control, and they weren’t rescuing the real Apollo 13. It was a one-day ITIL training exercise conducted last March at CA’s Long Island, New York, headquarters. Bertolini, CIO for Oakland County in Michigan, was there with members of his management team to learn firsthand just how bad things can get when your service-management process is lost in space.
The exercise was an appropriate one. In the mid-’90s, Oakland County’s IT office was juggling more than 900 projects, with no way to track status, completion date, or whether the project was still needed. Oakland’s help desk, relied on by more than 4,300 county employees and 61 cities and townships, was a rolling disaster.
“The Apollo 13 exercise mirrored our own problems with our help desk,” Bertolini says. “We had five support numbers for people to call, nothing ever got logged, and employees were bypassing the help desk and escalating problems to people they knew in the IT department.”
Oakland’s road to recovery began in the late ’90s, when the county set up a PMO (project management office) and implemented PM (Portfolio Management) software that’s now known as CA Clarity PPM (Project Portfolio Management). All 900-odd projects were suspended while county officials resubmitted their proposals to the PMO. Most, Bertolini says, went into the circular file. Cross-departmental leadership groups began meeting every three months to debate projects’ merits and establish priorities. The department instituted a series of two-year plans so that everyone would know exactly what was on IT’s plate for the next 24 months and adopted an enterprisewide approach to development. This allowed the county to shave millions off potential development costs and to take on more-ambitious projects despite flat budget growth.
More recently, the county brought the same governance principles to its help desk using CA’s Service Desk solution, routing all incidents through a single point of contact and minimizing escalation.
It was a hard sell at first, Bertolini says, requiring an internal marketing campaign as well as strong support from top executives.
“Our service desk people had been holding customers’ hands for many years. We had to make them understand that the new system would make them more efficient and able to deliver services in a more robust way to our customers.
“The customer here is everything for us,” he adds. “Everything we do is for someone else in county or city government. We know we have to satisfy their needs and expectations.”
When technology is the business:Thomson Financial watches its productivity grow
At Thomson Financial, which provides everything from data tickers to trading terminals for investment banks, technology doesn’t just drive the business — it is the business.
So it’s only natural that when the division of the $6.6 billion Thomson Corp. sought to improve its internal workflow, it found the answer in an application lifecycle management tool used by a handful of coders in its IT department.
Three years ago, Thomson brought Serena Software’s TeamTrack out of the back office and into the front office, gradually rolling it out to manage different processes across the organization. Today more than one-third of Thomson’s 8,700 employees use it for provisioning, sales proposals, help desk incidents, and dozens of other internal processes that require a clearly defined workflow.
“We realized that what TeamTrack was good at — offering visibility into the development process, tracking who made changes to the code and when, and managing hand-offs between different teams — could be applied throughout the organization,” says executive vice president Warren Breakstone. “We’ve taken TeamTrack far beyond what it was envisioned to do.”
Before TeamTrack, it would take a Thomson salesperson four or five days to work up a proposal for a client, says Breakstone. Now it takes four or five minutes. Breakstone says sales pros simply fill out a Mad-Libs-style form with information about the client’s needs and requirements, and the system spits out a six- to 10-page proposal customized to each client.
The beauty of the software is that applying it to new business processes is a matter of changing configurations, not code, says John Hastings Kimball, Thomson’s vice president of workflow solutions. That means new apps can be rolled out in days instead of months, giving an instant productivity boost.
When the company recently integrated TeamTrack with Salesforce.com, integration was done by business analysts in partnership with IT, Breakstone says. But the business side isn’t encroaching on IT’s territory as much as the techies are reaching out toward business.
“The old model of throwing requirements over the transom to IT is gone,” says Breakstone. “Instead of talking in technology nomenclature, the conversation is more about business requirements and end-user needs. More than anything this change has empowered IT, bringing it closer to the business and to end-users.”
Getting a grip on managing change:Mary Kay puts on a new face on internal processes
With five regional U.S. offices, 34 international locations, 1.6 million independent consultants, and three discrete internal IT organizations, Mary Kay had a lot of different ways to get things done. And that, says technology leader Steve Moore, was a challenge.
“Three or four years ago, we were disparate in the way we handled data operations,” Moore says. “We spoke different languages and used different systems to do the same things.” That in turn led to duplicated efforts and inefficiency.
That’s when the $2.2 billion skin-care manufacturer began to adopt a BSM (business service management) practice using BMC’s Remedy suite and ITIL to standardize its internal processes. It began by implementing BMC Remedy Service Desk to create a standard ticketing system for handling and monitoring events and service requests. In the past, Moore says, many requests were made on an ad hoc basis, via e-mail or face-to-face meetings.
“A lot of deals were done in the hallway,” he says. “We didn’t have a centralized service-request system, and when your requests are done via conversation or e-mail, it’s hard to report and even harder to measure. Now when people walk down the hallway and say, ‘You need to change something in Exchange,’ we tell them they need to put a ticket in. For the first time, we were able to measure the work our IT people did in supporting the organization.”
About a year after implementing the service desk, Mary Kay added BMC’s asset- and change-management products, built around BMC’s Atrium CMDB (Configuration Management Database). The CMDB integrates with automated discovery tools and databases throughout the organization, acting as a central clearinghouse for information on all of Mary Kay’s IT assets.
Because the firm leases all of its equipment on two-year lifecycles, getting an accurate view of its assets has been a challenge, Moore says. Though the company’s CMDB is still a work in progress, Moore says the system has given the company the ability to see a lot of what IT manages in a single place.
Adopting centralized systems also allowed Mary Kay’s Dallas headquarters to become an IT service organization for its five regional offices and some international offices, many of which lack internal IT personnel.
Moore says the biggest hurdles have been overcoming users’ resistance to change, educating them about ITIL best practices, and convincing IT personnel that they’re more than mere order takers for the rest of the organization. The company had to sell them on the benefits of standardization — such as the ability to prioritize service requests and free up IT from day-to-day operations for work that’s both more interesting and more vital to the company’s bottom line.
“In the past, IT was viewed as the guys in the basement that you have to deal with,” he says. “Now we’re reaching out and providing better solutions to the business. We used to think like we’re a mom-and-pop shop; now we’re thinking like a global shop. IT had to turn the corner on that mentality, and through consolidation, education, and standardization, we did.”
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