P2170-013 exam Dumps Source : IBM smart Operations focus Technical Mastery Test v1
Test Code : P2170-013
Test denomination : IBM smart Operations focus Technical Mastery Test v1
Vendor denomination : IBM
: 31 true Questions
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IBM® Smarter Cities® Emergency management solutions embrace quite a number superior-of-breed applied sciences from IBM and IBM company companions to address the emergency administration challenges dealing with cities. These solutions assist cities in accumulating, consolidating, inspecting, visualizing and distributing principal tips amongst dissimilar organizations and first responders.
IBM Corp. has developed a brand unusual offering in line with its work with indigenous governments and it going after what is usually a $57 billion market.
large Blue, drawing on some 2,000 "sensible metropolis" projects it has labored on in concurrent years, has launched its smart Operations focus for Smarter Cities, an respond designed to attend cities of every bit of sizes get an built-in view of assistance throughout metropolis departments and groups.
The sagacious Operations core combines analytics applied sciences created by means of IBM analysis working with cities world wide, similar to a latest undertaking in Rio de Janeiro, Brazil, together with those received in fresh acquisitions.
IDC executive Insights estimates the brand unusual smarter cities IT market possibility at $34 billion in 2011, increasing greater than 18 percent per year to $57 billion by 2014.
metropolis managers can exercise the expertise via a unified operations middle to accurately acquire, analyze and act on information about city methods and capabilities; analyze real-time assistance to stronger mannequin and anticipate issues; and combine precise-time assistance from throughout multiple city techniques to foster collaborative choice-making, IBM officers talked about.
“Cities will profit from a logically principal means of understanding their data, of coming to the conclusions about which analytics to use, of using those analytics and visualizing those results,” stated sequel Cleverley, IBM’s director of public protection solutions.
The operations middle does not necessarily need to subsist a physical center. It is usually a digital portal with multiple facets of entry, Cleverley spoke of. The principle in the back of the theory is to give municipalities with a collection of pre-packaged products that assist cities profit a holistic view across departments and organizations, he referred to.
The purpose is to uphold cities of every bit of sizes employ analytics more without problems to compose smart selections in accordance with greater nice and timelier advice. metropolis managers can access counsel that crosses boundaries, so that they’re now not focusing on an issue inside a unique area. they can delivery to feel about how one company’s response to an sustain affects different companies, Cleverley referred to.
native leaders can manage a spectrum of routine, each planned and unplanned, akin to deploying water preservation crews to restore pumps earlier than they destroy, alerting fireplace crews to damaged fire hydrants at an emergency scene, or looking forward to traffic jam and preparing redirection scenarios.
As city managers consolidate IT infrastructures to slice charges and in the reduction of duplication, they are putting more of a focus on operating smarter cities. Gaining a holistic view of metropolis operations is a wave of the long run, stated Thom Rubel, vp of analysis at IDC executive Insights.
IBM plans to build on the foundation of IOC, providing pre-designed capabilities to herald suggestions from different city domains, corresponding to energy, health, public works, public protection, transportation and water.
IOC is not anything IBM has pulled out of a hat but reasonably “is based on true assignment-primarily based experience,” Cleverley observed. IBM is making employ of the premiere practices and options the company has gleaned from greater than 2,000 smarter cities engagements.
for instance, officers in Rio de Janeiro are working with IBM on a multimillion-greenback plan that includes a metropolis Operations core to aid meteorologists, geological surveyors, bailiwick operations and security work collectively to velocity up emergency responsiveness. After a collection of floods and mudslides claimed the lives of 100 people in April 2010, city officers diagnosed the need to tremendously overhaul metropolis operations, a huge step additionally in getting ready for the realm Cup in 2014 and the Olympics in 2016.
The Rio de Janeiro middle integrates suggestions from multiple govt departments and public corporations to better city safety and responsiveness to a number of kinds of incidents, together with in the neighborhood essential scintillate floods and landslides.
As section of the agreement, IBM research scientists acquire developed a high-resolution weather forecasting and hydrological modeling equipment for Rio de Janeiro, which could call ponderous rains as much as 48 hours in strengthen.
The Rio de Janeiro middle is an actual physical area. "we're working on a cloud-primarily based version of [IOC] so it received’t necessarily need to subsist on premise,” despite the fact most cities will want it on premise, Cleverley said. A cloud computing model could subsist eye-catching to lessen-tier cities with fewer monetary and IT components, he delivered.
IBM is organising a neighborhood of company partners to subsist able to better complementary options with handicap in areas akin to structure and water management, devices together with video cameras and smart meters, and city features utility. companions working with IBM encompass: AECOM, Badger Meter, ESRI, Telvent, Veolia Water North america and VirtualAgility.
The sagacious Operations core for Smarter Cities can imbue is theme on the quantity of integration required, variety of users, how it is deployed -- shared, cloud, and many others -- and the dimension of the metropolis.
Rutrell Yasin is is a freelance know-how writer for GCN.
each fan who visits Miami's sun life Stadium has individual parking habits, bathroom crash patterns, favourite concession stand meals and finest seats from which to celebrate the great game or are live concert adventure. Stadium managers hope to respond to the desires and needs of each vacationer with the aid of teaming up with IBM to song the ebb and circulate of humanity inside the seventy five,000-seat constructing.
a first step comes from monitoring anything else that might impress the crowds that Come to relish WrestleMania in the spring or a Miami Dolphins NFL video game in the fall. The stadium's unusual IBM's sagacious Operations middle permit the personnel to reply basically straight to adjustments in parking, weather forecasts and even shortages of beer or nachos at a specific concession stand — the first precise-world test is determined for an soccer online game between Mexico and Columbia on Wednesday.
"The stadium is definitely a microcosm of what we're experiencing with smarter cities," talked about Michael Gerentine, global vice president of channels and midmarket marketing at IBM. "site visitors, safety challenges, climate, press handle; a lot of these concerns exist in a little or enormous cities."
Stadium personnel can already employ IBM's equipment to quickly redirect enthusiasts to free parking spaces and shut off plenary parking a all lot among the many 24,000 attainable areas. however the stadium may someday besides acquire sensors to track every incoming car, in district of achieve somebody on the roof to import traffic using a pair of binoculars, pointed out Tery Howard, chief technology officer for the Miami Dolphins.
"We compete with the high-definition television within the console of their homes," Howard informed InnovationNewsDaily. "We don't need it to subsist an exertion for fans to recur out on account of considerations with parking and standing in line to buy a scorching dog."
IBM's equipment helps the stadium control the realm's largest collection of venues promoting everything from tickets to T-shirts. personnel contributors rep hold of signals about confident income or foot-site visitors benchmarks being hit, and may stream perquisite away to enforce the cutoff on alcohol revenue on the finish of the third quarter throughout Miami Dolphin games.
The latest weather forecasting additionally performs a role in a metropolis where rainstorms can rep away in the focus of a sunny day. IBM's core gives up-to-the-minute guidance concerning the possibilities of unhealthy climate in a ten-mile radius and lightning strikes in a 5-mile radius across the stadium.
"Operations group of workers is ecstatic because they can subsist at command submit or strolling round stadium getting signals when thresholds are hit," Howard explained. "they could fade online and notice the heartbeat of the stadium at any given time from when gates open to when gates shut."
Howard praised IBM's gadget for fitting in on rectify of the stadium's "legacy" techniques without disrupting any of its regular ticketing or income. The IBM sagacious Operations focus readily sits on perquisite of every little thing so that it may well scrape and grab data — advice that could at some point attend the stadium respond to individual fans rather than just the overall crowd.
"When coping with seventy five,000 abilities fanatics for a 4-hour construction, they try to customise the sustain for the loads," Howard talked about. "it's what they want to achieve."
you could comply with InnovationNewsDaily Senior writer Jeremy Hsu on Twitter @ScienceHsu. comply with InnovationNewsDaily on Twitter @News_Innovation, or on facebook.
© 2012 InnovationNewsDaily.com. every bit of rights reserved. more from InnovationNewsDaily.com.
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ASU engineering students remove on a supercomputing challenge before an audience of industry heavyweightsAfter months of fierce training, a team of Arizona condition University students is set to compete in an especially challenging marathon on an international stage. But it isn’t a road race. This race takes district in cyberspace.
Six students in ASU’s Ira A. Fulton Schools of Engineering will acquire their computing skills vigorously tested in a contest that demands roughly 48 straight hours of brain power, technical ability, and mental and physical endurance. Download plenary Image
The ASU Cluster Devils will pan several teams from universities in the United States and other countries in the Student Cluster Competition during SC09 – the Supercomputing Conference 2009 – Nov. 14-20 in Portland, Ore.
Cluster computing involves networking (or “clustering”) at least several advanced computers together to provide the computing capacity necessary to work out especially tangled mathematical and technical problems.
“It’s about having many computers communicating with each other, except these computers are powerful enough to achieve something in hours that would remove your typical personal computer at home about a week or so to do,” says Benjamin Jimenez, a senior ASU aerospace engineering student.
He is joined on the ASU Cluster Devils by Richard Wellington, a senior computer science student; Tricia Hurd, a senior chemical engineering student; Megan Kearl, a junior computer science and biology and society student; Patrick Lu, a junior computer systems engineering student; and Michael Johanson, a senior computer science student.
At SC09 they will subsist given a chain of science and engineering problems to analyze and decipher in an allotted age of time – and with an allotted restrict of power – using an array of computers they acquire assembled and linked.
“Sometimes they will every bit of subsist working at once, other times we’ll fade in shifts,” Jimenez says. “It’s pretty much nonstop for a yoke of days. You usually finish up with students sleeping under tables and behind banks of computers.”
The competition is designed to test students’ mastery of analyzing codes and optimizing computing performance. “They give you tough problems that reveal your aptitude to mediate logically and creatively,” Wellington says. “It really tests your levels of patience and determination. It’s a mental marathon.”
Fortunately, the Cluster Devils acquire stalwart allies. The team is sponsored by the Microsoft and IBM companies. Microsoft’s high-performance computing team has provided software and IBM has provided hardware for the Cluster Devils’ systems.
The team will employ Microsoft’s Windows high Performance Computing Server 2008 and IBM’s System x iDataPlex.
Both companies besides acquire sent representatives to attend demonstrate the equipment for the Cluster Devils, and provided team members trips to Microsoft headquarters in Redmond, Wash., to rep training from professional computer scientists and engineers.
“The trips were phenomenal,” Jimenez says.
“We’re excited about this competition,” says Matt Blythe, a member of Microsoft’s Windows marketing team. “This is a fun section of their academic outreach. This will attend us test the property of their products, to perceive how well students are able to employ this technology and subsist successful.”
In addition, the team has been able to compose employ of hardware, work space and power sources at the Ira A. Fulton Schools of Engineering high Performance Computing Initiative (HPCI) center. The Cluster Devils are now section of HPCI’s undergraduate student outreach team.
The Cluster Devils besides are getting the profit of coaching from Earl Duque, manager of applied research for smart Light, a high-tech company specializing in high-performance computing for fluid flood simulations (www.ilight.com).
Duque besides is a mechanical engineering associate research professor at Northern Arizona University (NAU). A former member of an advanced computational research methods group for NASA, he currently teaches and develops high-performance computing software and methods for computational fluid dynamics.
Team members are drawing on his expertise in these advanced areas of engineering and computing to pilot their competition strategy.
The Cluster Devils will compete in front of a global audience, including some of the computer industry’s leading companies and research institutions. SC09 is expected to draw several thousand participants and more than 10,000 overall attendees from throughout the world.
Besides Microsoft and IBM, such companies as Hewlett Packard, Lockheed Martin, Intel and Dell will subsist represented, as well as national laboratories such as Oak Ridge, Sandia and Los Alamos, and NASA labs.
Along with exposure to heavyweights in the computer world, ASU team members rep an opportunity to gain engineering career sustain beyond the classroom.
Two members of ultimate year’s team, including Patrick Lu, were hired for internships at Oak Ridge National Laboratory as a result of their participation in the student supercomputing competition.
Jimenez and Wellington besides were on ultimate year’s team – the first ASU student team ever to compete at the supercomputing conference.
They utter there’s more of a tempt to the event than the spirit of competition. “All of their team members either got internships or made some contacts that could lead to future opportunities,” Jimenez says.
Supercomputing “is a fascinating and cutting-edge bailiwick that’s going to subsist more principal in every district of science and engineering,” he says. “I mediate more students need to become vigilant of what noteworthy opportunities there are.”
For more information, perceive the ASU Cluster Devil’s Web site and blog at http://clusterdevils.com/">http://clusterdevils.com/">http://clusterdevils.com/
Today's column is brought to you by the note "T," lead note for the T-shaped professional, a unicorn of sorts in today's labor market, and the T-shaped organization, whose mastery both in managing existing operations and hosting innovation will set the pace for tomorrow's businesses.
The concept of T-shaped skills was first introduced over 20 years ago, but its second to both individuals and organizations has continued to rise. A growing number of articles acquire been extolling the value of T-shaped professionals, that is, individuals who combine deep cognitive, analytical, and/or technical skills in a specific discipline, with broad multidisciplinary, gregarious skills.
As described by IDEO CEO Tim Brown:
The vertical stroke of the T is a depth of skill that allows them to contribute to the creative process. That can subsist from any number of different fields: an industrial designer, an architect, a gregarious scientist, a traffic specialist or a mechanical engineer. The horizontal stroke of the T is the personality for collaboration across disciplines.
T-shaped skills are increasingly valued in the marketplace. For example, a recent paper by Harvard University professor David Deming showed that labor markets acquire been rewarding those individuals with strong social skills, that is, with interpersonal skills that facilitate interactions and communications with others. Prof. Deming’s research showed that since 1980, social-skill intensive occupations acquire enjoyed most of the employment growth across the all wage spectrum. Employment and wage growth acquire been particularly stalwart in jobs requiring both high cognitive and high gregarious skills. But since 2000, they acquire fallen in occupations with high cognitive but low gregarious skill requirements, - “suggesting that cognitive skills are increasingly a necessary but not adequate condition for obtaining a high-paying job.”
Another recent paper, by Ernest Wilson, dean of the Annenberg School of Communications and Journalism at the University of Southern California, described a recent study to better understand the key competencies companies are looking for. The study asked traffic leaders around the world what attributes executives must acquire to succeed in today’s digital economy. Its establish that the traditional hard skills typically provided by engineering and traffic schools must subsist complemented with a set of so-called soft skills or attributes. Five such attributes were identified in the study: adaptability, cultural competence, 360-degree thinking, intellectual curiosity, and empathy.
Why are these soft attributes so valued in today’s traffic environment? What’s wrong with I-shaped people with stalwart individual skills? Mr. Brown offers a very wonderful respond to these questions:
Most companies acquire lots of people with different skills. The problem is, when you bring people together to work on the same problem, if every bit of they acquire are those individual skills - if they are I-shaped - it’s very hard for them to collaborate. What tends to happen is that each individual discipline represents its own point of view. It basically becomes a negotiation at the table as to whose point of view wins, and that’s when you rep gray compromises where the best you can achieve is the lowest common denominator between every bit of points of view. The results are never spectacular but at best average.
What if someone has stalwart soft attributes but lacks deep skills? “Somebody who’s just got the cross of the T- it’s an void experience,” adds Mr. Brown. “In their environment, we’re only efficient if they rep things done. We acquire to design things. Much of that is based on people using their individual skills to rep things done, whether it is prototyping or engineering something.”
The growing require for T-shaped skills points to the climb of the T-shaped organization. There are multiple ways of defining the attributes of such an organization, but one that I mediate is particularly applicable to their times is that a T-shaped organization is both wonderful at the management of its existing operations, as well as being wonderful at the strategy and innovation needed for a robust future. It’s not so facile to subsist wonderful at both operations and strategy because they require fairly different talents and cultures.
Operational excellence entails improving the existing products and services of the company with incremental innovations that will add unusual features, lower costs and better quality. It requires minute analysis of technologies, quality, processes, competitors, customer satisfaction and market segments. It means nurturing employees, traffic partners and customers, as well as meeting the monetary expectations of investors.
But preparing for the future, especially with strategies based on new, disruptive innovations, requires a very different management style. It cannot subsist based on rigorous information analysis, because with unusual strategies, there is little information to analyze in their early stages. There are lots of unknowns because, early on, it’s not lucid how the market for a unusual technology, product or service will develop. It requires establishing an early market presence and well-planned experimentation; nigh external collaborations with research communities, traffic partners and early adopters; and continuous refinement until it becomes lucid what the company's strategy should be.
A lot of companies acquire wretchedness dealing with the delicate balance required of T-shaped organizations. The operational demands are so intense, especially in their fast-moving, highly competitive and demanding times, that just about every bit of the efforts and funds of the company are spent managing its core business. Consequently, the management team is just flat out of time and energy to subsist able to nurture a unusual traffic opportunity with little near-term revenues and a promising but unpredictable future.
The disciplined, analytical approaches generally taught in engineering and traffic schools work well when dealing with well defined products to subsist developed or concrete problems to subsist solved. But, they’re less efficient when dealing with highly complex, fast-changing problems, where it’s often not lucid what’s going on in the present, let lonely how things will evolve into the future. They need different principles and processes to address this class of problems. This is where they need a more holistic, collaborative approach to tow together everything that’s known about the problem, and a more team-based approach to attend Come up with a creative, pragmatic solution.
The climb of the T-shaped organization is not surprising. Companies need to crash out of their organizational siloes to better reconcile and respond to their fast-changing competitive environment. Collaboration - both within their own boundaries and beyond, - is needful for innovation. Incremental changes are no longer adequate in a world that’s substantially more complex, volatile and uncertain. We need to find creative approaches to existing problems as well as identify principal unusual problems to solve. In the end, this is what a T-shaped organization is every bit of about.
Irving Wladawsky-Berger worked at IBM for 37 years and has been a strategic advisor to Citigroup and to HBO. He is affiliated with MIT, NYU and Imperial College, and is a regular contributor to CIO Journal.
As cloud computing provides unusual levels of flexibility and scalability, it's besides changing the artery organizations...
develop and deploy software. And, as a result, it's driving a unusual breed of cloud app developers.
Chances are that your career as a software developer will eventually remove you to the cloud. However, next-generation computing requires unusual ideas, skill sets and tools. Prospective employers don't just need code jockeys; emerging cloud app developers must besides subsist architects, engineers, analysts and technicians.
Here are six key questions that might pop up in your next cloud app developer interview.What is your programming background and skill set?
A prospective employer has already read your resume but will want to review your core programming skills. Recap your formal training, such as bachelor's degrees and certifications, but, remember, that won't win the job. besides talk about what you're doing now -- and how that meshes with the job's requirements.
Make confident you're an expert with at least five years of hands-on sustain in most, or preferably all, major languages used by the prospective employer, such as Python, Perl and Java. If the job involves Web development, expose at least four years of sustain with HTML5 and jQuery.
It's one thing to code software. It's another thing to rep that software to flee well in a cloud.
Modern software development involves minute integration tasks, and many cloud app developers require lore of back-end systems integration with platforms relish NoSQL, Dynamo.db, Amazon Simple Queue Service and Microsoft Access.
In addition, demonstrate sustain with Popular development tools relish Pivotal Software's Spring Boot, and with open source Web application frameworks and tools.What cloud platforms acquire you used?
It's one thing to code software. It's another thing to rep that software to flee well in a cloud. A prospective employer will want to perceive that you understand cloud platforms and providers, such as Google Cloud Platform, Amazon Web Services (AWS) and Microsoft Azure.
Employers will besides want to perceive that you can employ the services available from a provider. For example, an employer using AWS will want cloud app developers who can provision compute resources relish Amazon Elastic Compute Cluster, Amazon EC2 Container Service or Amazon Simple Storage Service.
This requires mastery of the cloud provider's management interface options, such as Web-driven portals, command line interfaces and APIs. A cloud developer needs to manage the cloud environment, tow and analyze reporting, manage budgets, retire unused resources, and integrate cloud services with the software being developed.What other development tools acquire you used?
An employer wants to know the tools you employ and whether you can easily transition to their utensil sets. Cloud app developers commonly employ DevOps or continuous integration and continuous delivery (CICD) tools, so anticipate to expose at least three years of sustain with open source tools relish Gradle or Jenkins.
Emphasize the second of automation in DevOps or CICD practices. Most of these tools facilitate automation to streamline code management, collaboration and deployment, which is captious for great development environments.What does your development team and process learn like?
Cloud app developers never work alone. Any agile, CICD or DevOps model involves multiple disciplines for coding, testing and deployment. And success with these models requires flexibility and collaboration between team members, users of the software being developed and management.
An model cloud developer is a noteworthy troubleshooter and resolves software defects, as well as cloud architecture shortcomings.
Prospective employers want a cloud developer who is many-sided and has a solid grasp of software development standards. Cloud app developers should participate in application requirements, design review meetings, and in testing processes. An model cloud developer is a noteworthy troubleshooter and resolves software defects, as well as cloud architecture shortcomings.How achieve you approach software development for the cloud?
Employers want to know how well your existing development process meshes with theirs. account for your common development process, ranging from requirements gathering to team selection choices to coding and testing cycles. The prospective employer will generally try to determine if you're cozy with fast-paced development models, such as DevOps or continuous delivery. It doesn't acquire to subsist a direct match on every bit of points, but the closer your process is to the employer's, the faster you can transition to the unusual job.
Underscore your object-oriented programming skills, and reiterate any sustain with cloud application architecture and microservices development for public cloud. Draw from your true project successes and expose how your work has added value to the business.How achieve you wield multicloud environments or cloud interoperability?
Many businesses embrace more than one cloud platform for resiliency and cost savings. For example, a traffic might employ multiple public cloud providers for redundancy, to ensure lower latency or for data backup.
Despite these benefits, multiple clouds can pose staid difficulties for cloud app developers. Providers' services and APIs usually differ, sense an application developed specifically for AWS might not flee properly on Google Cloud Platform or other public clouds.
Such differences between providers will likely fade over time. In the meantime, a developer with multicloud expertise might subsist a huge profit down the road -- even if the employer isn't actively managing a multicloud environment. consider how you accommodate multiple providers that can flee code redundantly, wield failover from different providers or uphold synchronized data stores.
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