|Exam Name||:||Planning and Designing ProLiant Solutions for the Enterprise|
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|Updated On||:||February 15, 2019|
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HP0-065 exam Dumps Source : Planning and Designing ProLiant Solutions for the Enterprise
Test Code : HP0-065
Test Name : Planning and Designing ProLiant Solutions for the Enterprise
Vendor Name : HP
Q&A : 134 Real Questions
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HP is planning a snug, high-decision headset for Microsoft’s digital fact (technically, “windows mixed truth”) platform. street to VR posted a preview of the headset, which is codenamed “Copper” and has no authentic fee or liberate date. It doesn’t look tons like other home windows blended reality gadgets, together with HP’s first-generation headset, which launched in 2017.
The Copper headset features a resolution of 2160 × 2160 pixels per eye. That doesn’t beat Pimax’s 8K headset or Google and LG’s tremendous high-resolution monitor prototype, both of which are nearer to four,000 pixels per eye. It’s nonetheless an incredible jump from first-era VR headsets like the Oculus Rift and HTC Vive, or even from the upgraded Vive pro, which offers 1440 x 1600 pixels per eye. decision additionally isn’t the most effective component in a superb screen, and street to VR’s Ben Lang reports being impressed with the aid of Copper’s clarity. however HP isn’t greatly increasing the box of view — a noteworthy trouble for most VR headsets.
the new headset is designed to be far more comfy than its predecessors. We don’t recognize the burden, but it supposedly feels pretty light. where most windows combined reality headsets relaxation on a plastic ring around users’ heads, Copper’s design looks extremely corresponding to the Oculus Rift, with straps on the aspect and over the pinnacle. nevertheless it features the equal developed-in tracking cameras as different windows blended fact headsets, which add some weight however additionally make these headsets primary to set up.
Copper should be accessible for anyone at launch, however like most home windows blended truth products, it’s essentially built for businesses rather than patrons. road to VR writes that it'll “finally” change HP’s latest headset in its bundle for authorities, although that doesn’t rule out the products coexisting for ages — exceptionally if there’s a large price gap between Copper and the existing $449 gadget.
We haven’t heard lots hardware news about windows combined fact recently, besides the fact that children Samsung refreshed its Odyssey headset late remaining 12 months. That might alternate in a couple of weeks: Microsoft is expected to unveil a second-era HoloLens mixed fact headset. (HoloLens is its own subset of home windows blended truth, and it’s the simplest headset to function exact combined fact, Microsoft’s horribly perplexing branding efforts even if.)
HP will free up greater particulars about Copper at an unknown future point, but street to VR studies that the headset feels close to a accomplished product and that it’s a “robust guess” it's going to launch sometime this yr.
HP is engaged on a brand new digital reality headset, which can be part of Microsoft's combined truth program, in line with a record from highway to VR. The headset, codenamed Copper, is still being developed however guarantees a excessive-decision reveal and a greater comfortable, ergonomic design than the company's old models.
Copper will reportedly boast a pixel-dense monitor with a decision of 2,one hundred sixty x 2,a hundred and sixty per eye. this is pretty much double the pixel count of Samsung's Odyessy+ headset, which had a 1,440 x 1,600 decision screen, and practically three time as many pixels because the first technology Oculus Rift. Copper's reveal is additionally sharp sufficient that it might not should use a diffuser to vague the "display door effect" that occurs when there are visible gaps between pixels.
apart from producing a more robust window into the area of VR, HP is additionally engaged on improving the wearability of its headset. Copper will reportedly function a slimmer build and greater ergonomic monitor. Copper is designed to be lighter-weight than outdated VR headsets and may use a excellent-strap instead of a halo-trend headband for enhanced consolation.
HP is planning on advertising and marketing Copper as both a client and professional, enterprise product. The business hasn't printed any details as to when the equipment could be attainable or how a lot it will can charge.
Microsoft confirmed off the primary purchaser home windows combined reality head-mounted displays (HMDs) from partners comparable to Acer, Dell, HP, and Lenovo lower back in October 2017 at an experience in San Francisco. The contraptions launched alongside the windows 10 Fall Creators replace, with prices beginning at $299. The HMDs came with diverse designs, however an identical standards such as a 1440X1440 decision reveal, and framerates of 60fps for PCs with built-in images and 90fps for methods with discrete snap shots.
whereas no longer much within the manner of a refresh to a lot of these instruments happened, Samsung launched its 2d-generation HMD, the Odyssey+ in October 2018, with advancements to requirements and the design of the machine. soon, a further new headset may be on the way, as HP is additionally readying it next-technology HMD, as per the folks at RoadtoVR who acquired an unique preview of the unannounced windows blended truth headset, codenamed ‘Copper’.
The record states that HP is re-designing its HMD from the floor up, and from the looks of it, it does appear to be a big update. The device now sports an Oculus Rift-like design with the top straps going through the facets and above the top, assembly at a circular structure at the again. The gadget is also expected to come with a heathered fabric on the entrance the place the cameras for monitoring are located. The headset is said to be lighter, making it extra comfortable to wear, and it will also feature more advantageous mechanicals to make it easier to placed on and remove.
As for specs, the subsequent-era equipment will offer a 2160X2160 decision screen per eye, making it essentially the most pixel-dense monitor in a mixed reality Headset yet. In evaluation, Samsung’s new Odyssey+ activities a 1440X1600 resolution screen per eye. certainly, the denser display makes for crisp, clear photos, bringing a whole lot-necessary improvements to the journey. The denser display additionally helps mask the screen door impact (the impact caused by way of the unlit spaces between any two pixels), negating the want for extra accessories like the diffuser on Samsung’s Odyssey+.
HP states that the advancements to the HMD came from its commercial enterprise consumers and that the customers didn’t believe the container of view a huge enviornment of difficulty as much because the resolution and luxury. The enterprise is planning on bringing this headset to its machine as a carrier for VR offering as part of the Z with the aid of HP manufacturer.
while HP did not reveal details about the launch date or pricing, the business did confirm that it might be promoting the gadget to each, firms and patrons. windows mixed reality has been receiving advancements within the newest check builds for the subsequent important home windows 10 update, which could practically definitely be called the home windows 10 April 2019 update. The platform has also begun seeing expanded relevance in gaming, so it could be interesting to peer how neatly ‘Copper’ could be obtained, and if the improvements encourage more users to agree with it.
supply: RoadtoVR via Thurrott
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MINNEAPOLIS, Feb. 5, 2019 /PRNewswire/ -- Perforce Software, a provider of solutions to enterprise teams requiring productivity, visibility, and scale along the development lifecycle, is excited to announce Brad Hart as the new Chief Technology Officer of Version Control. Customers and prospects who are interested in meeting Hart and learning about his vision for enterprise-grade version control and code management can attend a live webinar on Feb. 12.
Hart has more than 20 years of experience working with large technology organizations to optimize development pipelines. He specializes in software engineering process, design, and implementation. Hart is a co-founder of AccuRev (acquired by Micro Focus in 2013), and he previously worked as a ClearCase consultant at IBM.
For Mark Ties, Perforce President and CEO, bringing Hart on board was a strategic decision to strengthen the Company's well-stacked team of experts. "Hart's deep experience with version control makes him a natural fit for the position. Our customers rely on us to solve the scalability and performance challenges that come with large-scale product development. We are able to do this because of experts like Brad Hart — leaders who have deep technical expertise, not just in version control, but across the development lifecycle," Ties says.
Perforce has historically served large development and DevOps teams with sophisticated version control needs, but so many large teams out there still face challenges that can be overcome with the right approach. For Brad, that's one of the things that makes the position most exciting. "I specifically came to Perforce with the goal of solving these previously unsolvable problems, and to address the needs of the world's most complex development organizations," Brad says.
Sign up for the webinar on the Perforce website.
About Perforce Perforce is a leading provider of enterprise-scale software solutions to technology developers and development operations ("DevOps") teams requiring productivity, visibility, and scale during all phases of the development lifecycle. Enterprises across the globe rely on its Agile planning and ALM tools, developer collaboration, static code analysis, version control, and repository management solutions as the foundation for successful DevOps at scale. Perforce is trusted by the world's most innovative brands, including NVIDIA, Pixar, Scania, Ubisoft, and VMware. Perforce has offices in Minneapolis, MN, Alameda, CA, Mason, OH, Boston, MA, the United Kingdom, Finland, Sweden, Germany, India, and Australia, and sales partners around the globe. For more information, please visit www.perforce.com.
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Claus Torp Jensen, Chief Technology Officer, CVS Health
For large enterprises laden with technology debt, disparate systems, and siloed data, it’s important to have a strong and effective enterprise architecture function to guide the organization to a better technology and data fabric. But many attempts at enterprise architecture fail due to a variety of factors. In my conversation with Claus Torp Jensen, chief technology officer (CTO) at CVS Health, I discussed lessons and ideas on how to build an effective architectural function.
Q: As enterprises pivot to digital and try to keep pace with the analytic demands on the company, what is the role of enterprise architecture?
A: It’s a good question. We have to revisit and question the notion of enterprise architecture because I think historically it’s been about setting standards and direction. I found in my CTO role—and even before that as a chief architect—that architecture needs to be much more. The slogan for my team is that “we turn vision into action.” We are the only place where different visions and needs and different IT programs come together. We are the only place that has a broad view which turns insight into actions.
Q: How do you ensure that the architecture organization stays forward-looking, connected to the external disruptions and to the business evolution … and at the same time have a pulse on the day-to-day execution realities?
A: I think you have to accept the fact that you cannot stay forward-looking only. One of the things we discussed internally in my team is that doing what is right is not always the right thing to do. Let me explain. There’s an idealistic view of what you should do and there’s a practical view of what you can do here and now. Historically, enterprise architecture is heavily focused on what is right, and they have not always managed to balance the different forces at play in a given situation or decision.
If you look at many people’s definition of governance, it all boils down to control. I have a different philosophy—I believe that governance is about helping the right people make the right decisions at the right time for the right reasons based on the right information. If you take that approach to governance, you get a very different result.
In the spirit of turning vision into action, it is our responsibility that the company we work for becomes holistically integrated, that we can holistically understand the consumers that we serve and ultimately enable our business partners to fundamentally transform our products. That is what we are here for and why you need a strong architecture function in a modern organization. It’s not because of standards, it’s because you have to make a difference to the business.
Q: To create an enterprise architecture that can translate the vision into action, what kind of strategies, talent, and organizational buy-in is needed?
A: I did not create an enterprise architecture function to be part of the planning life cycle only. If you want to do what I described above, you need to go beyond that. So, there are a few things. I embarked on a five-year culture and talent transformation journey. If you take the Forrester spectrum of “strategize > influence > translate > shape > execute,” we are squarely in the middle part. You can’t focus on everything. In today’s day and age, it’s tough to drive a top-down process. I chose a middle road in how we interact with the organization.
It involves three things:
Q: What are the best practices in positioning an enterprise architecture function in an IT organization to have the right level of accountability, authority, and influence?
A: I don’t think you can solve that through organizational design. I think it has to be done through a combination of organizational thinking, talent, and culture evolution. The architecture team can make decisions and provide guidance, but for them to stick and be sustained, a variety of other factors come into play. You have to understand the business imperatives and strategy, you have to generate trust, you have to influence, you have to communicate well. You need to know how to interact with executives, you need to know when to talk and when not to talk and just listen.
All those skills have nothing to do with your technical acumen. You can be the greatest architect in the universe, but if you do not understand people, you will never be as good as someone who may be less sharp than you technically but is better at understanding and interacting with people.
Q: Enterprise architecture organizations struggle to find the right balance between strategic long-range planning, program/project architecture decisions/directions, and guidance/standards. What are some best practices to consider as a leader of the EA function?
A: I believe that the majority of the architecture resources and mindshare should go towards shaping and executing. In my CTO organization we have six focus areas:
It’s a mistake to think of these in terms of distinct functions and departments. They need to work in synergy, complementing each other depending on the priority and nature of the question at hand. You have to think of them as different dimensions of the same problem.
For example, the architecture forensics team is a powerful team with a combination of such skills as business architecture, technology architecture, data architecture and security architecture that can be dropped in to diagnose and solve gnarly problems. Finding these skillsets in a single individual is hard. You have to think in terms of stitching together a team with an effective amalgam of such skills.
As another example, the technology research and innovation activities track about 300 emerging technologies and capabilities. The experimentation part is easy. The hard part is making sure that you have actionable insights from these experimentations that allow you to decide what makes sense for the business at large. Ultimately, you want to provide advice on how these emerging technologies can help transform the company.
Q: Enterprise architecture culture and strategy shifts take many years. Do you think in the fast-moving world of today organizations have the patience to stay the course of a multiyear change effort?
A: It’s an interesting question as to whether it’s the organization that loses patience or whether it’s the patience and stamina of the leaders who take on these missions that wears thin. My conjecture is that it’s the latter. People take on these missions without appreciating or understanding that you’re making a multi-year, often five-year commitment on this change. If you’re not willing to stake your career on it and stay true to the five-year journey, then you shouldn’t start it.
Q: Organizations are trying to capitalize on digital and analytic transformation and advance analytics-driven decision-making and business models. One of the impediments across industries seem to be the state and quality of enterprise data. How do you solve for the challenge of pivoting the legacy architecture to a better information and data ecosystem for the enterprise?
A: This problem is only addressable one way: Through developing a very patient and very deliberate plan, and then spending time, political capital, and resources to get to a higher quality data fabric for the company. It is hard. It requires ensuring authoritative systems of record are established, it’s about improving data conformance and integration. You need a strong business sponsor to back you.
I have often seen chief data officers get into roles and assume that data will magically get there. It does not. It is through a thoughtful partnership between the architecture function and CDO equivalents that we can improve the data fabric of companies. Bad data means bad understanding, which leads to bad direction in terms of driving differentiation through technology transformation.
Q: How do you manage the pivot to a better data fabric—which requires significant time and resources—while at the same time address the business questions and analytic needs of today?
A: I go back to my earlier comment that doing what is right is not always the right thing to do. You have to train the team to understand what “good enough” means. It’s not a term that we spend enough time on. You should have a North Star for the architecture and then enough programs and projects to get you there.
But what’s in between? That’s not well thought-through. There has to be a solution-direction statement for major capabilities and programs. Most companies don’t have that. We often select a set of platforms for business capabilities and then declare them global for the company. We do not delineate solution design from integration design.
We can only get good data designs and data coherency through a thoughtful data strategy that gets executed as a common thread across programs and projects, as part of the day job.
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BeckTV has implemented innovative technology for nearly every type of installation, including broadcast and network television stations, cable and satellite facilities, network operations centers, sports and mobile trucks, professional and university stadium venues, and houses of worship. With this unparalleled experience, BeckTV engineers will be on-hand throughout the 2019 NAB Show to review the newest technology and trends along with best practices in system design and integration.
In its booth SL5605, BeckTV will highlight its comprehensive services and ability to provide clients with a one-stop shop for all design and integration services, and for nearly any budget. BeckTV offers complete space planning, design, engineering, purchasing, and integration services, and leverages extensive in-house metal, composite, and wood fabrication capabilities to create truly customized client-based solutions.
Visitors to the BeckTV booth will also have the opportunity to discuss a variety of considerations for today's design builds, including capital expenditure versus operational expenditure; cloud-based workflows; at-home remote production; and more, along with the broad range of approaches broadcasters can take when it comes to facility updates and greenfield projects.
BeckTV's Brendan Cline Selected to Present Technical Paper
Brendan Cline, director of engineering at BeckTV, has been selected to present his technical paper during the 2019 NAB Show. The paper, titled, "Building the Right Broadcast Facility for Your Business," looks at the challenges of choosing the right infrastructure at a time when IP-based solutions are still quickly evolving and hybrid broadcast/IT engineering talent remains hard to find. The presentation will also examine the critical design challenges in planning infrastructure in a SMPTE ST 2110 IP-centric production environment, with a particular focus on audio, and on designing a central equipment room for scalable fiber infrastructure. Cline's presentation is slated for April 6, from 9-10:20 a.m. in room N260-A.
Photo Link: www.wallstcom.com/BeckTV/BeckTV_Brendan-Cline.jpg
Photo Caption: Brendan Cline, Director of Engineering at BeckTV
"BeckTV is at the leading edge of broadcast facility design, and we've designed more professional television facilities than any other systems integrator. Our engineers will be available throughout NAB to discuss the challenges of selecting the right infrastructure and technology for any broadcast facility — including today's cutting-edge 4K, HDR, and IP-based solutions that we are implementing across the United States — to ensure maximum operational efficiency and the highest quality broadcast and live sports productions."
— Fred Beck, President, BeckTV
Photo Link: www.wallstcom.com/BeckTV/BeckTV_FredBeck.jpg
Photo Caption: Fred Beck, President of BeckTV
BeckTV is one of the United States' premier design-build systems integrators. With more than 30 years of experience, BeckTV has designed and built more professional television facilities for more customers than any other systems integrator. In virtually every application from broadcast and cable networks, local TV stations, sports trucks, and stadium venues to educational institutions and houses of worship, BeckTV uses a collaborative approach to assure successful outcomes, on time, and on budget. The company maintains full-service offices in Denver, New York, Austin, as well as an engineering office in Washington, D.C. More information about BeckTV is available at www.becktv.com.
All trademarks appearing herein are the property of their respective owners.
Link to Word Doc: www.wallstcom.com/BeckTV/190208BeckTV.docx
2019 NAB Show Preview
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