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LOT-989 - Building Portlets with IBM WebSphere(R) Portlet Factory 6.1.5 - Dump Information

Vendor : IBM
Exam Code : LOT-989
Exam Name : Building Portlets with IBM WebSphere(R) Portlet Factory 6.1.5
Questions and Answers : 58 Q & A
Updated On : April 19, 2019
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LOT-989 Questions and Answers

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LOT-989 Building Portlets with IBM WebSphere(R) Portlet Factory 6.1.5

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LOT-989 exam Dumps Source : Building Portlets with IBM WebSphere(R) Portlet Factory 6.1.5

Test Code : LOT-989
Test Name : Building Portlets with IBM WebSphere(R) Portlet Factory 6.1.5
Vendor Name : IBM
Q&A : 58 Real Questions

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The IBM System/360 picture: Mark Richards/computer background Museum IBM spent US $5 billion to construct the system/360, added in 1964. These 9-track magnetic tape drives have been among the S/360’s 150-product line.

a short listing of the most transformative items of the past century and a half would consist of the lightbulb, Ford’s model T—and the IBM gadget/360. This mainframe sequence invariably modified the desktop trade and revolutionized how corporations and governments worked, improving productiveness and making numerous new tasks feasible.

within the years leading up to its 7 April 1964 launch, youngsters, the 360 turned into one of the vital scariest dramas in American business. It took a virtually fanatical dedication at all levels of IBM to bring about this outstanding assortment of machines and utility. while the technological innovations that went into the S/360 were essential, how they have been created and deployed bordered on catastrophe. The enterprise experienced what science policy professional Keith Pavitt referred to as “tribal war”: americans clashing and collaborating in a impulsively starting to be enterprise with unstable, and in some situations unknown, technologies, as uncertainty and ambiguity dogged all of the protagonists.

subsequently, IBM become large and different sufficient in talent, staffing, financing, and materiel to succeed. In a nearly entrepreneurial trend, it took advantage of emerging technologies, no remember the place they were found inside the enterprise. In hindsight, it gave the impression a sloppy and ill-suggested recreation, chaotic in execution and yet brilliantly successful. We are living in an age that celebrates innovation, so inspecting instances of how innovation is accomplished can only illuminate our understanding of the process.

with the aid of the end of the Fifties, laptop clients confronted a reputedly intractable problem. Had it no longer been solved, it could have averted computer systems from fitting common, and any recommendations of residing in an tips Age would had been fiction.

IBM 1401 image: IBM The S/360 changed into designed to exchange IBM’s 1401 mainframe, which became widespread however couldn’t be elevated or upgraded.

agencies were acquiring computer systems in awesome numbers, automating most of the historical punch card operations and doing extra with facts processing. The popularity of the IBM 1401 illustrates the fast adoption of computing. Over 12,000 of these systems had been offered from their introduction in 1959 to 1971, when IBM retired the road.

With the 1401 so dominating the computing device business, any issues with it had been serious. one in every of them become that the 1401 was too small.

users discovered these machines so constructive that they saved piling greater work on them, achieving the gadget’s skill. They then had three options: flow to a bigger IBM equipment, comparable to an IBM 7000, installation a competitor’s system, or purchase extra 1401s. None of these alternate options become alluring. To alternate to a much bigger system required rewriting utility, on the grounds that the old software would not work on a different category of computing device. The can charge of rewriting may effectively exceed the financial benefits of relocating to an even bigger desktop. Such a change also referred to as for retraining workforce or hiring new workforce widely wide-spread with the new gadget. adding greater gadgets of the identical device was equally unattractive because each and every unit required reproduction personnel, device, and maintenance of hardware and software. purchasers wanted techniques that have been “upgradable” or “suitable,” such that as their wants grew, they might herald greater machines but nevertheless run the same utility and peripheral device. in the 1950s and early Sixties, it become a hope, and for carriers an aspiration.

IBM had worse issues than its consumers did. The 1401s had been proving so regularly occurring that engineers in Endicott, N.Y., which had developed the system, resisted attempts by using their counterparts in Poughkeepsie to build bigger computers, leading to transforming into rivalry between the two groups. As one engineer recalled, “So intense was it that sometimes it looked as if it would exceed the contention with external opponents.” methods made via Poughkeepsie would now not run programs written for the 1400 sequence. customers wanting to stream from the smaller 1400s to the better Poughkeepsie machines put increasing drive on IBM to supply compatibility. Senior management needed to take care of the charges of sustaining R&D for a half-dozen incompatible product traces and working towards IBMers to promote and keep so many methods.

Consensus grew that IBM necessary to get all the way down to one equipment to simplify production, reduce the cost of R&D, and be more aggressive towards a starting to be array of competitors. If shoppers had to improve in the early Nineteen Sixties, they could simply as easily flow to a competitor’s computing device, on account that they'd must rewrite their utility anyway.

The vigour of compatibility was verified in the fall of 1960, when IBM added the extra potent 1410 to substitute the 1401. utility and peripheral gadget for the 1401 worked with the more recent computer. customers and IBM earnings cherished that reality. Poughkeepsie’s engineers were near finishing work on a collection of four computer systems prevalent as the 8000s that had been appropriate with the 7000s.

T. Vincent Learson photo: IBM To get the S/360 off the floor, T. Vincent Learson compelled engineering factions inside IBM to cooperate.

T. Vincent Learson—known as Vin or T.V.—became in charge of future product building because the vice president of producing and building. A talented issue solver, he knew he needed to movement at once to smash down the contention between Endicott and Poughkeepsie. IBM’s CEO at the time, Thomas J. Watson Jr., later described what took place: “He did it by using applying a management technique known as ‘abrasive interaction.’ This capability forcing people to swap facets: taking the appropriate engineer from the small-computing device division and making him boss of the most excellent construction crew in the tremendous-computer division. lots of people notion this made about as a whole lot feel as electing Khrushchev president.”

Learson changed the Poughkeepsie manager in charge of the 8000 project with Bob O. Evans, who had served because the engineering supervisor for the 1401 and 1410. Evans favored compatibility across all future items. After ninety days in his new position, Evans recommended that work on the 8000s be stopped and that both sites begin working “to develop a complete cohesive product line.” He also proposed a bold new base know-how for all future systems, known as strong common sense technology (SLT), to make IBM’s machines greater competitive.

Frederick P. Brooks Jr., who led the design group for the 8000, fought lower back. Evans and Brooks have been bold opponents. both engineers each had years of journey working engineering and product development actions at IBM, and that they have been articulate and particularly respected by using their staffs and senior management. Brooks become not as high ranking as Evans, so Learson introduced in Jerrier A. Haddad, who had spent the outdated two years in can charge of the advanced Engineering building Division, to analyze the proposed techniques of Evans and Brooks. Haddad counseled going with Evans’s ideas, and Learson killed the 8000 mission in might also 1961.

Bob Evans instantly requested Brooks to enhance the plan for a suitable family unit of computers. Brooks changed into flabbergasted, but he authorised, and with that the two engineering communities stopped feuding and started taking part. there were still opponents within the company, but no rely—the trajectory towards a common equipment had been set.

From left: Bob O. Evans, Frederik P. Brooks Jr., and Jerrier A. Haddad. photographs: IBM Bob O. Evans [left] advised killing IBM’s greater 8000 mainframe in want of a new line of suitable computers. Frederick P. Brooks Jr. [middle], who led the 8000’s design, objected, but Jerrier A. Haddad [right] sided with Evans. Evans then requested Brooks to work on the brand new line, which grew to be the S/360.

Learson also assigned John W. Haanstra, president of the popular products Division, which produced the 1400s, to chair an internal project drive called unfold (for systems Programming, analysis, Engineering, and construction), with Evans as vice chair. Brooks later joined the assignment force. In December 1961, the group offered its technical recommendations.

Their record referred to as for 5 appropriate computer systems, labeled processors (described as the computing device, its memory, and channels to connect to peripheral machine). The application and peripherals for one processor were to work with all different processors. The plan known as for the use of general hardware and utility interfaces between computers and peripherals, equivalent to between disk drives and tape drives connecting to computer systems, in order that the peripherals didn't should be swapped out when a new processor changed into installed. The concepts became the groundwork for the gadget/360.

as a result of so lots could be new, the processors would no longer be compatible with IBM’s current products. That changed into an tremendously essential factor. purchasers moving to the brand new IBM machines would need to rewrite current utility only once to get on the direction of the new gadget.

Then, IBM got a fortunate wreck. As one engineer wrote, “essentially miraculously [Evans’s] vision of the brand new product line changed into saved by way of a last-minute technical accomplishment. In mid-1963, engineers in the Poughkeepsie and Endicott laboratories had begun exploring the probability of including special microcode to the handle shops of computer systems to improve their performance when simulating past IBM computer systems.” This function would allow 1401 utility to run in the two smaller fashions of the proposed new system, handiest quicker. income obtained on board, and its executives begun pressuring R&D and manufacturing management for early introduction of the brand new processors.

Watson recognized what become at stake, as he recalled in his memoirs:

From the beginning we faced two dangers, both of which become ample to preserve us wide awake at night. First there changed into the assignment of coordinating the hardware and utility design work for the new line. We had engineering groups everywhere the usa and Europe working concurrently on six new processors and dozens of latest peripherals…however within the end all of this hardware would should plug together. The application turned into a much bigger hurdle nonetheless. to ensure that equipment/360 to have a typical personality, a whole lot of programmers had to write thousands and thousands of strains of desktop code. no person had ever tackled that complicated a programming job, and the engineers have been under first-rate power to get it accomplished.

A 2d set of issues involved manufacturing the electronic add-ons for the new systems. The electronics trade changed into beginning to work on built-in circuits, and the brand new computer systems were going to be filled with these new components. To be unbiased, IBM needed to make its personal. It proved to be a pricey proposition.

eventually, the corporate administration committee, including Watson and the board of directors, sucked in a deep breath and approved the spread options. IBM was off to the races within the wildest trip of its history.

IBM couldn't disguise what turned into going on. New employees flocked to Endicott, Poughkeepsie, and other labs and flowers. shoppers heard rumors, the computer press became speculating, and executives at GE, Honeywell, Sperry Univac, and in other places were trying to count on what IBM would do.

At IBM, no one seemed satisfied with growth on the new device. Engineering, manufacturing, earnings, and company workforce have been in many cases working a hundred-hour weeks. Engineers moved cots into their places of work. When Watson stopped in to peer how programming became going, an engineer yelled at him to get out so he might work. The chairman of IBM beat a hasty retreat.

Left, sign in Grand Central terminal announcing train to take reporters to Poughkeepsie for the 360 press event. Right, Thoma J. Watson Jr. pictures: IBM On 7 April 1964, a coach from new york metropolis’s Grand significant Terminal shuttled reporters to Poughkeepsie, the place IBM chairman Thomas J. Watson Jr. formally unveiled the device/360.

it all grew to become public at midday jap time in the united states on 7 April 1964. Over 100,000 purchasers, journalists, and technologists met in a hundred sixty five U.S. cities, whereas others gathered around the world over the following couple of days to hear the news. As Watson declared at a press conference in Poughkeepsie, it turned into “essentially the most vital product announcement within the enterprise’s historical past.”

IBM 2311 disk drive photograph: Mark Richards/laptop historical past Museum among the equipment/360’s forty four peripherals was the 2311 disk storage power. each removable disk pack stored 7.25 megabytes.

On that day, IBM introduced a intellect-boggling one hundred fifty new products: 6 computer systems; forty four peripherals, including tape drives, disk drives, printers, and handle devices; and a promise to supply the application crucial to make every thing work collectively. the press packet turned into an inch thick, and manuals describing all the machines, add-ons, software, and their setting up and operation crammed greater than 50 linear feet.

The relevant function of the gadget/360 became, of route, its compatibility. A growing to be facts middle could installation a small 360 desktop and later upgrade to a larger one with out rewriting software or changing peripheral device. once time-honored with the system, one did not need to be taught a very good deal extra to deal with an upgrade. The identify 360 was chosen to suggest the conception of 360 levels, covering everything.

in the first month following the S/360 announcement, consumers worldwide ordered over one hundred,000 programs. to place that number in perspective, in that same yr within the uk, all of Western Europe, the U.S., and Japan, there have been a bit more than 20,000 computers of any form put in. the primary deliveries of the smaller machines had been promised for the third quarter of 1965, and deliveries of the better ones within the first quarter of 1966. The prolong between announcement and transport date gave shoppers time to come to a decision which models to purchase, get them authorised and budgeted, plan on the place to condo them, instruct workforce, comprehensive software remediation, and the like. With the April announcement, IBM purchased itself two years to make decent on its guarantees and knock competitors lower back on their heels.

From 7 April to when the business started providing machines to clients, IBM entered the most bad, severe, and difficult period of its background. The enterprise spent US $5 billion (about $forty billion today) to improve the system/360, which on the time changed into greater than IBM made in a year, and it could at last rent more than 70,000 new worker's. every IBMer believed that failure supposed the demise of IBM.

As Watson later recalled, “no longer the entire device on screen [on 7 April] turned into precise; some instruments had been just mockups made of wood. We defined that to our visitors, so there become no deception. but it changed into a dangerous slicing of corners—now not the manner I believe enterprise ought to be performed—and an uncomfortable reminder to me of how a long way we needed to go earlier than we might call the software a success.”

Watson assigned his brother, Arthur, to manipulate engineering and manufacturing going ahead. Learson would run sales for the brand new equipment, “twisting the tails of our salesmen.” Tom Watson Jr. notion Learson had the extra complicated assignment. The possibility of shoppers converting to a person else’s machines instead of to the S/360 tremendously involved Watson.

Manufacturing in Poughkeepsie picture: IBM IBM promised to begin delivering the first S/360 machines within the third quarter of 1965. construction complications emerged almost immediately.

because the variety of orders for the S/360 saved increasing, manufacturing changed into asked in 1965 to double construction. One creation manager stated it couldn't be executed and changed into replaced. pleasant declined. one of the most digital circuits within an SLT, for instance, had been now not comprehensive, so electrons could not go where they were supposed to. through the conclusion of the 12 months, the best manage department had impounded 25 p.c of all SLT modules, bringing production to a halt.

System 360 SLT held within a few fingers. image: IBM With the S/360, IBM brought its solid logic technology (SLT), a precursor to built-in circuits. Doubling the production of the S/360 in 1965 led to defects in 1 / 4 of the SLT modules.

After the problems have been solved, manufacturing proceeded in 1966, leading to ninety million SLT modules deliver produced, in comparison to simply 36 million the outdated yr. IBM opened a brand new plant in East Fishkill, just south of Poughkeepsie, which made extra semiconductor instruments than all different manufacturers global mixed. production also elevated to new amenities in Burlington, Vt., and in Corbeil-Essonnes, France.

To resolve manufacturing issues with the ferrite-core reminiscences, IBM deploy a plant in Boulder, Colo., in 1965. but it surely took the craftsmanship of worker's in Japan to get the construction of memories as much as the required quantities and first-class.

IBM System 360 ferrite-core memory. picture: Mark Richards/computing device history Museum The S/360’s ferrite-core reminiscence additionally proved extraordinarily difficult to manufacture. This plane incorporates 1,536 memory cores.

As manufacturing grew to be a world effort, new problems arose in coordinating activities and fabricating machines. Arthur Watson had some adventure managing IBM’s small factories outdoor the U.S. but none with resolving engineering complications, not to mention massive global problems in development and manufacturing. He changed into out of his league, and his brother challenged him to get to the bottom of the complications. meanwhile, Learson and his earnings groups desired further advancements to the product line. family members between Learson and Arthur completely deteriorated. In October 1964, IBM announced tremendous delays in shipping products.

Tom eliminated Arthur from his job and grew to become over his tasks to Learson, who in turn introduced in 4 engineering managers to punch during the problems. Nicknamed the “4 horsemen,” they had full authority international for getting the S/360 manufactured and delivered to clients. Their assortment of issues, probably the most managers cited later, was “an absolute nightmare,” “a gray blur of 24-hour days, seven days a week—never being home.” And yet, in five months, that they had worked out satisfactory of the issues to start meeting birth dates. In January 1966, Learson grew to be president of IBM.

The “four horseman” were Henry E. Cooley, Clarence E. Frizzell, John W. Gibson, and John Haanstra. photographs: IBM dealing with unacceptable construction delays, Learson brought in [left to right] Henry E. Cooley, Clarence E. Frizzell, John W. Gibson, and John Haanstra, who sorted out manufacturing complications international and got the S/360 again on the right track.

Arthur was shunted into the role of vice president. His profession changed into damaged, and he retired in 1970. In his memoirs, Tom Watson Jr. admitted to being in an almost continual panic from 1964 to 1966 and deeply regretted his treatment of Arthur. “I felt nothing but shame and frustrations at the manner I’d handled him…. as it turned into, we remade the computer business with the equipment/360, and objectively it changed into the ideal triumph of my enterprise career. but each time I appear lower back on it, I think about my brother I injured.”

application problems additionally slowed creation of the 360. The utility construction personnel turned into described as being in “disarray” as early as 1963. The working device, called OS/360, struggled to run a couple of job at a time, which was primary to making the S/360 speedy and productive. other complications surfaced with telecommunications and with utility programs. Programming help became an extra contentious situation.

Fred Brooks volunteered to help, and IBM added 1,000 individuals to the working gadget mission, costing the enterprise extra for software in 12 months than had been planned for the complete development of the S/360 equipment. but throwing greater programmers at the assignment did not support. in keeping with the S/360 event, Brooks would later extend on that theme in the legendary Man-Month (Addison-Wesley, 1975), nonetheless one of the most most widely examine books on computing. The application would take years to complete, but in the end it labored smartly sufficient to keep the shipping delay to one month.

Delivery of the IBM System/360 in to Tokai Bank Japan. picture: IBM A system/360 arrives at Tokai financial institution in Japan. Demand for computing grew totally within the years following the S/360’s launch.

despite the costs and anxiety, in 1965—the year IBM had committed to transport the primary devices to customers—it managed “with the aid of some miracle” (Watson’s words) to deliver a whole lot of medium-dimension S/360s. Their great did not all the time match the long-established design requisites. Shortages of materials, other ingredients that didn't work, and utility filled with bugs unfold to many nations. essentially each initial customer encountered complications.

branch workplaces have been hiring systems engineers to aid. SEs had been faculty graduates, constantly with technical levels, who knew the way to debug application and assisted the earnings drive in promoting and aiding computers. The SEs heroically tackled S/360’s application complications, while container engineers, who installed gadget, mounted hardware issues. Salesmen calmed their customers, while branch managers labored to retain their staffs influenced and focused.

And despite the many complications, “valued clientele have been nonetheless ordering 360s sooner than we could construct them,” Watson recalled, forcing delivery dates out as plenty as three years. by the conclusion of 1966, customers had taken delivery of nine models of the S/360, for a complete of 7,700.

IBM’s opponents responded. Burroughs, GE, Honeywell, NCR, and Sperry Rand, operating mostly in the united states, CII in France, and ICT (later ICI) in top notch Britain introduced techniques compatible with one a different’s machines, however now not compatible with IBM’s. A second, smaller community chose to manufacture machines that have been suitable with IBM’s, including RCA and others in Europe and Japan, counting on RCA’s licenses.

1968. Flanked by a display console with an array of lights and switches, an operator uses a monitor to check the performance of the Model 91. This System/360 installed at NASA's Goddard Space Flight Center in Greenbelt, Md. photograph: IBM NASA bought a number of S/360s, including this one at Goddard space Flight middle. a couple of others at mission manage in Houston had been used to computer screen Apollo eleven.

5 years later, the global stock of put in IBM computer systems had grown to $24 billion, while that of rivals had reached $9 billion. In other words, IBM’s S/360 accelerated universal demand for computing so massively that it raised all boats. The business’s annual increase in the 2d half of the 1960s became in double digits 12 months over yr, as many heaps of organizations accelerated their use of computer systems. Demand for computing grew because of the technological innovations brought forth by means of IBM, but also as a result of clients were gathering satisfactory journey to be mindful a laptop’s value in using down costs and performing new capabilities.

IBM also grew, more than doubling from 127,000 personnel international in 1962 to 265,000 via the end of 1971. earnings rose from $3.2 billion in 1964 to $8.2 billion in 1971.

Fisheye view of the IBM System 360 photograph: IBM The S/360 strengthened IBM’s domination of the global desktop company. One executive, asked no matter if the enterprise would ever take on one other such task, spoke back, “Hell no, certainly not once again.”

because the S/360 became the coronary heart of a good deal computing with the aid of the end of the Nineteen Sixties, its clients constituted an international of their own. hundreds of programmers most effective knew how to use utility that ran on S/360s. further hundreds of facts-processing personnel had labored simplest with IBM machine, including keypunch machines, printers, tape drives, disk drives, and software, which in many circumstances took years to grasp. by using the early 1970s the computing area become largely an IBM world on either side of the Atlantic, in the emerging markets in Latin the us, and in Japan.

Years later, when asked even if IBM would ever engage in such a enormous challenge once again, one executive barked out, “Hell no, never again.” Watson tilted toward the same response. Commenting in 1966, he talked about, “At our dimension, we can’t go 100% with the rest new once again,” that means anything that large. After the 360, Watson made it a coverage “certainly not to announce a new technology a good way to require us to commit more than 25 % of our creation to that know-how.”

The generation that brought out the S/360 remained interesting within the business, a different clan bonded ferociously to IBM. Careers had been made and broken, very own lives and marriages upended. IBMers did not understand on the time how significantly their products would alternate the world, however we do.

Left, IBM: The Rise and Fall and Reinvention of a Global Icon. Right: Author James W. Cortada.

this article is in keeping with excerpts from IBM: the rise and Fall and Reinvention of a worldwide Icon (MIT Press, 2019).

James W. Cortada is a senior research fellow on the school of Minnesota’s Charles Babbage Institute. He labored at IBM for 38 years in sales, consulting, managerial, and analysis positions.


Why IBM Is Leaving The advertising Cloud enterprise | killexams.com Real Questions and Pass4sure dumps

IBM is bowing out of mar tech and offloading its advertising and marketing cloud assets – for the second time.

competition from the other scaled advertising and marketing gamers become fierce and massive Blue’s heart hasn’t been in it for a while.

closing week, IBM entered into a definitive agreement to sell its advertising platform and commerce application to inner most equity firm Centerbridge.

The plan is for Centerbridge to create a brand new standalone company, legitimate identify TBD, from these assets, which encompass email advertising platform Silverpop and a handful of alternative capabilities from the Watson advertising portfolio, equivalent to crusade automation, a bidding engine for monitor and true-time personalization.

(as a minimum for now, IBM appears to be conserving its Watson advertisements business, previously The weather company.)

The spinoff follows the same movement again in December 2018 when IBM bought most of its on-premise choices, some advertising related and a few not, to HCL applied sciences, an India-based world options enterprise, for $1.8 billion. web site administration platform WebSphere and advertising automation solution Unica were each part of that transaction.

on the time of the HCL deal, most pundits and investors surmised that IBM became being each functional and practical in getting rid of a few of its extra legacy applied sciences so it might focal point attention on building its marketing cloud, referred to Joe Stanhope, a VP and predominant analyst at Forrester.

Which is why the Centerpoint spinoff got here as a little of a surprise, however now not so an awful lot, in case you believe about IBM’s other big moves, together with its $34 billion acquisition of open supply business utility business red Hat in October of ultimate year.

in preference to scrabbling over marketshare within the marketing cloud house, where Salesforce, Adobe and Oracle had been shedding billions, IBM is focusing on core technologies and infrastructure, AI, blockchain, world functions, consulting and creating a cloud atmosphere to compete with Amazon, Google and Microsoft.

“That’s the large video game IBM is looking,” Stanhope pointed out.

but even returned when IBM looked like it become ramping up its center of attention on advertising know-how, there wasn’t always buy in from the huge wigs at the accurate. IBM additionally lost one of its advertising product cheerleaders when David Kenny, who led efforts at IBM Watson, left to tackle the CEO position at Nielsen in November 2018.

“when we had conversations with them, the unit itself became reasonably interested in doing extra, but we didn’t get the sense that there was the identical commitment at the company level,” spoke of Terry Kawaja, CEO and founding father of investment bank LUMA companions. “There changed into a form of slowness in decisioning that calls this expression to intellect: ‘She’s simply no longer that into you.’”

And whereas IBM dallied, the other advertising clouds stepped up with enormous acquisitions, and it grew to be clear that marketing become not IBM’s exact precedence.

“The table stakes for competing during this area went up materially, and it felt like IBM maybe wasn’t prepared to take part at that degree,” Kawaja talked about. “With deals like purple Hat, notwithstanding, they’re very bullishly moving in different directions.”

What, even though, of the new entity Centerbridge is spinning up around IBM’s former advertising and commerce belongings and does it have an opportunity to compete? There’s loads of legacy and perhaps even disregarded know-how knocking round in there.

but there’s also a lot of decent stuff, Stanhope stated, pointing to the bidding engine and UBX, IBM’s behavior records exchange. And IBM is planning to work with Centerbridge on cloud and AI capabilities, which may give the brand new company a leg up because it tries to mature fast towards the other marketing cloud biggies.

“preserving systems, staying modern and holding pace with customer expectations is a tough job over time – virtually every marketing cloud has struggled with this,” Stanhope observed. “It’ll be unique to peer if this new business can smash that style and accelerate now that they’re become independent from IBM.”


Fusion Broadband Migrates Its SD-WAN features to IBM Cloud For stronger Scale | killexams.com Real Questions and Pass4sure dumps

Australian SD-WAN provider Fusion Broadband migrated its SD-WAN services to the IBM Cloud, which has supported a four hundred percent growth of these capabilities.

Fusion Broadband claims to be the primary SD-WAN provider in Australia, first launching service and expertise-agnostic SD-WAN services round 2013. “At that element we didn’t really believe of it as SD-WAN. It turned into best when SD-WAN become getting more publicity and becoming more neatly normal that we realized, ‘hey, we’re already doing that!’” said Jason Maude, Fusion Broadband’s managing director. “We’re very an awful lot an SD-WAN player, not a service with SD-WAN.”

The issuer doesn't present its own circuits — including fixed line connections, instant, and satellite tv for pc — so it remains fully vendor agnostic. in accordance with Maude, the SD-WAN also uses an array of applied sciences from its partners for the service itself. This contains backend routing and algorithms. It does, youngsters, count on a number of open supply features and its own overlay code and framework so that valued clientele can manage, install, and help their networks.

Fusion runs five separate features of presence (PoPs) in the nation to aid its SD-WAN capabilities. despite the fact, as the business grew, it outpaced its current environments and decided to migrate these services to the cloud.

“we've also retained all our present PoPs, which continue to carry lots of load, but the IBM circulation fairly tons has given us the ability to scale up and scale anywhere at the flip of a knob,” Maude mentioned. via “scale” he's regarding the skill to scale up CPU cycles and connectivity on-demand.

The different advantage migrating to IBM Cloud had turned into that it allows consumers to have their personal SD-WAN core.

“Most other SD-WAN suppliers and vendors require the customers to make the most of their selected infrastructure,” Maude referred to. “This [new] answer allows for consumers to leverage our IBM infrastructure, or they can use their personal IBM infrastructure and it can be anywhere on this planet.” And, he added, that in spite of the fact that a client doesn’t use IBM, they can nevertheless use their own information core environment or cloud issuer. “Who they utilize isn't important, it’s the fine, that’s one cause we use IBM”

The other rationale Fusion selected IBM Cloud turned into its existing partnership and having an IBM ambiance enabled the business to put in force entertaining routing situations that superior help its atmosphere, Maude noted.

Now customers have three options for constructing their community on the IBM Cloud infrastructure: they can have an SD-WAN core inside Fusion’s multi-tenant ambiance; they could have a committed core infrastructure it truly is managed with the aid of the company and most effective run their personal site visitors throughout the atmosphere; or they could function their own IBM core as a single PoP or varied PoPs which are one hundred percent in their control.

in keeping with Maude, Fusion Broadband has more than 1,000 SD-WAN deployments around the globe, and it manages a bit under 200 partners (which comprises both information superhighway and managed service suppliers) to reach the smaller company market.


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Building Portlets with IBM WebSphere(R) Portlet Factory 6.1.5

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Collaboration with IBM WebSphere Portlet Factory and IBM WebSphere Portal | killexams.com real questions and Pass4sure dumps

This chapter introduces you to two powerful software products that are suited for implementing a portal. The IBM WebSphere Portlet Factory provides a development environment for creating the applications for a portal. The IBM WebSphere Portal presents the tools for building and managing a portal and offers the hosting/runtime environment for a portal.

This chapter is from the book  What Is a Portal?

A portal is a website that offers users a single point of access to a company's resources and services, requiring only one login to the website. It gives users personalized interaction with the resources and services, provides role-based access, and allows users to choose their experience and customize their own views of the website.

Users include employees, business partners, suppliers, and customers. "Company's resources and services" refer to applications, content, business processes, and people.

As an example, the following are some characteristics of a portal for a computer manufacturer.

  • Using one login, employees can access applications from all departments, including human resources and technical support.
  • An example of a personalized application is giving a different discount rate to customers based on their profiles. An example of personalized content is showing different news to business partners than suppliers.
  • An example of role-based access is only allowing employees who are managers to see and to use the approved expense application.
  • Users can add applications to their views, arrange applications, and customize the appearance of applications (for example, color).
  • Basic Portal Terminology

    Concepts

    Definitions

    Portlet

    To an end user, a portlet is a window on a portal website that displays information or provides a function. To a developer, it is an application.

    Portlet application

    A portlet application is a collection of related portlets that share the same resources. For example, these are images, properties, files, and classes.

    Portal page

    A portal page contains one or more portlets.

    Portal website

    A portal website is built with portal pages.

    IBM WebSphere Portlet Factory

    IBM WebSphere Portlet Factory provides a rapid development tool, WebSphere Portlet Factory Designer, to simplify and accelerate the creation of portlet applications. WebSphere Portlet Factory Designer, hereafter called Portlet Factory Designer, is a graphical tool that is a plug-in to Eclipse-based integrated development environments (IDEs).

    With Portlet Factory Designer, you create projects, under which you develop models using builders and generate the resulting portlet applications from those models. Typically, no coding is required.

    It is worth mentioning that IBM WebSphere Portlet Factory can be used as a development tool for creating Java 2 Platform, Enterprise Edition (J2EE) Web applications, although Web applications are not the focus of this chapter. The benefit is that you would create one model and use the same model to generate both a Web and a portlet application.

    IBM WebSphere Portlet Factory Basic Concepts and Definitions
  • Builder
  • A WebSphere Portlet Factory application is made up of builders. A builder is a software automation component that generates necessary application code. It has a simple wizard-like user interface for a developer to provide inputs. Based on the inputs, the builder generates code, including JavaServer Pages (JSPs), Java classes, and Extensible Markup Language (XML) documents. Each builder offers the function of an application design pattern, such as displaying a list of data from a backend data store. The IBM WebSphere Portlet Factory product ships with more than 160 ready-to-use builders at the time of writing this chapter and supports the creation of new builders. Builders are implemented using Java and XML.
  • Model
  • Builders are assembled into models. A model is a made up of a number of builder calls. Web and portlet applications are generated from models. A well-designed application uses a model to provide data (a service provider model) and a different model to display the data (a service consumer/presentation model).
  • IBM WebSphere Portal

    IBM WebSphere Portal has a complete set of portal capabilities to deliver business-to-business (B2B), business-to-consumer (B2C), and business-to-employee (B2E) portals. The capabilities include framework services, integration services, content services, and collaboration services.

    Portals built using IBM WebSphere Portal are secure, personalized, and role-based with a unified user experience. These portals connect people, applications, business processes, and content (document and other types) so users can work productively and be more satisfied.

    IBM WebSphere Portal software helps make it easy to create and maintain a portal. It is also faster. With a rich, responsive user interface based on Web 2.0 features, companies can provide self-service, collaboration, business intelligence dashboards, and more for their employees, partners, suppliers, and customers. As a result, they can respond quickly to business opportunities and drive business success.

    IBM WebSphere Portal Basic Concepts and Definitions
  • Portal server runtime
  • The portal server runtime is the execution environment for the portlets. It is also called the portlet container. It is a J2EE application that runs on the IBM WebSphere Application Server.
  • Portlet versus servlet
  • Portlets can be administered while the Portal Server is running. For example, you can install/remove portlet applications and create/delete portlets and portlet settings. Portlets are more dynamic than servlets. Portlets may not send errors directly to browsers, forward requests, or write arbitrary markup to the output stream.
  • Portal page layout
  • The portal page layout defines the number of content areas within the page and the portlets displayed within each content area.
  • Themes
  • Themes represent the overall look and feel of the portal, including colors, images, and fonts.
  • Skins
  • Skin refers to the appearance of the area surrounding an individual portlet. Each portlet can have its own skin.
  • IBM WebSphere Portal Key Capabilities

    IBM WebSphere Portal has a broad set of capabilities. It provides you with a runtime server, services, tools, and many other functions. It is not the intention to list all the capabilities here, but let's look at a few key ones.

  • Composite application and mashup framework
  • A composite application is a set of related and integrated services that support a business process. Users select components and logic from two or more applications to build a completely new application. You can derive that IBM WebSphere Portal itself is a security-rich composite application/view that assembles and delivers services in the form of portlets in the context of a business process.
  • Web 2.0 support
  • Live Text presents "one-click" access to relevant supporting information that "pops up" on the page while executing a business process.
  • REST (Representational State Transfer) services further open the portal platform to composite mashup applications with services feeds from other Web applications.
  • Client Side Aggregation reduces server-side processing, which dramatically improves end-user performance.
  • Single sign-on (SSO)
  • The basis for seamless, secure digital-identity-based access to multiple enterprise applications, systems, and networks.
  • Role-based access
  • Offers advanced control over access to information, content, and applications based on users' roles and responsibilities in the organization.
  • Personalization
  • Allows a portal or website to choose which content should appear for a particular user.
  • Content management
  • Gives business users the ability to create and manage portal content without information technology (IT) intervention or support.
  • Collaboration
  • Enables users to share information and collaborate within the context of an application in which they are working. Provides access to collaboration tools including instant messaging, Web conferencing, and team workspaces.
  • Search
  • Functions include advanced search, search facets, search services, search scopes, search collections, adding custom links, summarizer, and search using different languages that the product supports. There are search services that come with IBM WebSphere Portal, and you can add one or more. By adding custom links, users can do direct search using popular search engines.

  • IBM debuts new, entry-level portal server | killexams.com real questions and Pass4sure dumps

    IBM has introduced a new, low-end version of its WebSphere Portal that means users pay a dramatically lower price to get Web portals up and running.

    With Version 6.0 of WebSphere Portal IBM is introducing a basic version called WebSphere Portal Server, which ships without Portal’s integrated content management and collaboration but provides all of its other tools, such as the WebSphere Portlet Factory run-time engine, software for running component applications.

    Portal Server has two licensing options: a per-user option that starts at $2,500 for 20 user licenses, and a per-CPU option that starts at $50,000. In contrast, the other two versions of Portal - Portal Enable and Portal Extend - start at $95,000 and $130,000, respectively. Portal Enable offers document management; workflow that lets customers deploy composite applications to customers, partners and employees; and other features. Portal Extend has all the features of Portal Server and Portal Enable, plus collaboration features such as team-sharing and real-time communications. In previous versions of Portal, users had only CPU pricing and the Portal Enable and Portal Extend versions to choose from.

    “From a product perspective it is a good move; there is still a very large opportunity base out there of customers interested in portal technology but not necessarily interested in buying a combination of portal, content management and collaboration in one gulp,” says David Gootzit, a research director at Gartner. “It will likely be an attractive solution for a lot of companies evaluating portal technology,” he says.

    The pricing and packaging comes four months after IBM introduced Portal 6.0’s feature set, which supports Asynchronous JavaScript + XML (AJAX) and has a drag-and-drop, rapid-application-development environment, and templates to use in constructing applications and application components.

    Portal Server includes Portlet Factory Designer, a development environment with templates to build connections to back-end systems, including those from Lotus Domino, SAP and Siebel. The tools provide an automated approach to creating, deploying and maintaining portlets based on a service-oriented architecture. IBM has a catalog of nearly 900 portlets, developed by IBM and its business partners.

    Included in Portal 6.0 are standards-based applications using popular file formats to deliver Web content through RSS feeds; portlets, such as My Work to access Microsoft Exchange, Lotus Notes/Domino and Sametime Instant Messaging; My Vertical News, providing the top general, business and industry news headlines from MarketWatch; and People Finder, to locate employees quickly by name, current job or organizational context. The software also has a new workflow builder and a workflow engine built on the WebSphere Process Server and supporting the Business Process Execution Language. Portal 6.0 also integrates with the electronic forms capabilities of IBM Workplace Forms, and IBM has added a joint administrators’ console for managing the portal and content-management environments.

    The software also represents the alignment of Portal and WebSphere Portlet Factory, technology IBM acquired when it bought Bowstreet in December 2005. Portlet Factory lets users automate the creation, deployment and maintenance of portlets, reusable building blocks that can be stored as templates in Portal.

    WebSphere Portal 6.0 is available for AIX, HP, IBM i5OS, Linux, Sun Solaris and Windows operating systems.

    Learn more about this topic Notes/Domino users get peek at future from IBM

    04/04/06

    IBM opens portals to mainframes

    08/04/05

    IBM updates portal building software

    05/04/04

    IBM Portlet catalog

    Join the Network World communities on Facebook and LinkedIn to comment on topics that are top of mind.

    IBM makes WebSphere connection | killexams.com real questions and Pass4sure dumps

    IBM released on Wednesday a set of tools to promote the use of its WebSphere portal software within corporations and by business partners.

    The company has launched Collaboration Center, a set of applications designed to make it easier for people to communicate with co-workers via tools such as instant messaging and shared documents. IBM is also filling out its line of development tools for building portlets, or applications that run in a corporate portal. A portal provides business users with a Web browser-based, consolidated view of information from multiple applications.

    Collaboration Center, which IBM demonstrated at its Lotusphere conference earlier this year, is part of the Lotus division?s plan to rewrite its applications in Java. The plan, which IBM calls its NextGen strategy will make Lotus applications run as add-ons to IBM?s WebSphere Portal, one of the company?s key software programs.

    By making the Lotus applications run as WebSphere add-ons, IBM hopes to expand their use within companies that license WebSphere Portal, according to company executives.

    The NextGen strategy is also aimed at enticing third-party software providers to build applications that run in conjunction with IBM's portal software. By retooling Lotus components based on the popular Java 2 Enterprise Edition (J2EE) standard, IBM stands to attract more third-party developers familiar with Java. IBM has signed on about 60 software development partners in the past six months, bringing the number of companies building portlets for WebSphere Portal to 170, according to the company.

    IBM's WebSphere Portal is one of the company?s best-selling programs. In 2002, revenue grew by more than 100 percent year over year, according to analysts. A recent survey by market researcher Gartner Dataquest placed IBM first in the portal business, ahead of SAP and BEA Systems.

    The goal of Collaboration Center is to allow co-workers to communicate while they are working with a portal application, said Tim Thatcher, program director for ePortal solutions at IBM. Collaboration Center has instant messaging capabilities built into the portal, meaning that people can stay in touch electronically, without switching to a separate IM application, Thatcher said.

    Collaboration Center is available as a separate download but will included within the next major version of WebSphere Portal due out this summer at no additional charge, Thatcher said.

    In the same time frame, Lotus also intends to introduce an e-mail program and simple text editing and spreadsheet applications that can run within WebSphere Portal.

    IBM is also upgrading its development tools portfolio to encourage businesses and third-party application providers to build applications for WebSphere Portal.

    Also on Wednesday, Big Blue introduced Application Portlet Builder for Domino, a development tool for creating Web applications that run with Lotus' Domino e-mail server. The Application Portlet Builder is intended to be simpler to use than Domino Designer, which is geared at professional programmers.

    IBM has also signed a deal with Bowstreet to resell Bowstreet's Portlet Factory, a development tool targeted at Java developers. IBM is offering Bowstreet's Portlet Factory as a simpler alternative to IBM's WebSphere Studio Java programming tools, Thatcher said.



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