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000-036 IBM Maximo Asset Management V7.1(R) Fundamentals

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Test Code : 000-036
Test Name : IBM Maximo Asset Management V7.1(R) Fundamentals
Vendor Name : IBM
: 98 Real Questions

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IBM IBM Maximo Asset Management

IBM adds Asset Optimization Capabilities With Oniqua Buyout | Real Questions and Pass4sure dumps

foreign business Machines organization IBM currently bought Oniqua Holdings Pty Ltd. for an undisclosed volume. Oniqua provides information superhighway of things (“IoT”) based mostly protection, restoration and operations (“MRO”) inventory optimization solutions. This buyout will bolster IBM’s Asset Optimization practice.

IBM’s asset optimization solutions portfolio already contains Tririga as neatly as the business leading Maximo. meanwhile, Oniqua caters to manufacturing, mining, transportation, oil & fuel, utilities and other such asset-intensive industries. The transaction will permit IBM to greater serve its latest shoppers and optimize its operations for bigger productivity.

Focal features of the Acquisition

Per the clicking free up, IBM plans to merge its asset optimization options with that of Oniqua’s. mainly, Oniqua’s flagship provider — MRO answer — when mixed with IBM’s asset optimization solution Maximo will assist IBM to provide a “options-as-a-carrier” primarily based answer.

IBM functions will additionally benefit “a team of experts” from Oniqua. The MRO and different prescriptive and predictive analytical capabilities of the neighborhood will give IBM a competitive area in utility functions market.

With a mixed solution platform, IBM looks forward to offer a single statistics supply encompassing enterprise belongings to enable a “24/7 operational efficiency.”

decrease Asset Downtime: Key Catalyst

The primary headwind for the asset intensive organizations is annual unscheduled asset downtime. This truly stems from the inability of inventories and spare components. The insights got by scrutinizing and examining the company data can lower unscheduled operational downtime with the aid of guaranteeing the greatest cloth and spare constituents required to fulfill the demand.

IBM remains concentrated to deliver the clientele with a solution essentially geared toward reducing unscheduled asset downtime, which makes it possible for these clientsto recognize their enterprise desires faster. With Oniqua’s IoT competencies within the asset management area, IBM is probably going to strengthen its asset optimization capabilities a fine deal.

consequently, businesses will advantage from the clean connect with the records in actual-time. it's going to allow the clientele to predict device failures, in consequence shrinking unplanned downtime.

What the investors deserve to recognize

IBM’s stock has lost 2.1% of its cost during the last year, narrower than the business’s rally of 2.6%.

The business’s starting to be clout in the business Asset management (EAM) software market is evident from market analysis enterprise Gartner’s November 2017 “Magic Quadrant for commercial enterprise Asset administration utility” document the place it put IBM within the “Leaders” quadrant for its Maximo providing. With Oniqua buyout, IBM is probably going to beef up the dominant position it enjoys out there.

furthermore, per research company MarketsandMarkets, the EAM market dimension is predicted to grow from $three.44 billion in 2017 to $6.05 billion via 2022 at a CAGR of eleven.9%. They believe IBM is well poised to capitalize on this profitable chance with the extra IoT-based mostly capabilities Oniqua brings on board.

Strengthening IoT Capabilities Bodes well

Per IBM’s estimates, there might be around 30 billion linked gadgets by 2020, hence increasing the need for IoT structures. as a result, the enterprise’s investment within the expertise appears to be quite well deliberate. They agree with the upcoming new mixed solution holds promise.

considering the merits, they will expect regular increase of the enterprise driven through IoT and synthetic intelligence (“AI”) applied sciences so they can at last support it to compete against friends.

Zacks Rank & Key Picks

IBM at the moment contains a Zacks Rank #three (dangle).

stronger-ranked shares in the broader know-how sector are Western Digital WDC, Mellanox MLNX and Micron MU, each wearing a Zacks Rank #1 (powerful purchase). you could see the complete record of today’s Zacks #1 Rank shares here.

The projected lengthy-time period income increase rate for Western Digital, Mellanox and Micron are 19%, 15% and 10%, respectively.

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Story continues

IBM Maximo placed in Leaders Quadrant for 3 enterprise Asset administration Industries | Real Questions and Pass4sure dumps

supply: IBM

September 27, 2007 13:59 ET

reports cover power era, Transmission and Distribution and Manufacturing

ARMONK, big apple--(Marketwire - September 27, 2007) - IBM (NYSE: IBM) today introduced that Gartner Inc. has placed IBM's Maximo asset management answer within the leaders quadrant in three of its reviews, together with the "Magic Quadrant for commercial enterprise Asset management for Manufacturing, 2007," "Magic Quadrant for business Asset management for Transmission and Distribution, 2007," and "Magic Quadrant for power-generating EAM utility, 2007.(1)"

Gartner evaluates carriers in its Magic Quadrant on "Completeness of imaginative and prescient" and "potential to Execute."

In each and every of the reports, the analyst enterprise qualifies leaders as having a world presence, a large installed base in each and every of the areas being evaluated, and "a mix of prosperous features together with: performance, interfaces to different ERP applications and a equipped and global implementation companion community."

IBM Maximo is a suite of software products that helps consumers manage their enterprise assets -- together with planning, procurement, deployment, monitoring, renovation and retirement -- via an internet-architected platform. With customers in a mess of industries, from packaged goods to heavy manufacturing and oil and gas creation, IBM Maximo is designed to enrich creation reliability, labor effectivity, material optimization, software license compliance, lease administration, guarantee and repair administration and provisioning throughout an organization's belongings.

"we're extremely completely satisfied with Maximo's most contemporary positioning in Gartner's industry EAM Magic Quadrant experiences," noted Jack young, vice chairman, Maximo construction, IBM Tivoli software. "With the focal point on selected industries, they trust these studies highlight Maximo's potential to satisfy a large choice of requirements in keeping with their figuring out of and commitment to solving the challenges their purchasers face. With the resources they now have been in a position to add to their building and implementations groups, they are confident Maximo will continue to be a leading answer for a spread EAM markets."

The Gartner reviews include a market description for enterprise Asset management (EAM) options, mentioning, "EAM functionality advanced from the CMMS purposes that embody work and substances management for fault restoration, regular preventive preservation and repair activities, and from the work administration functions that catered to reactive, brief time period work planning arising from consumer or failure necessities. An EAM solution comprises work order creation, deliberate renovation, maintenance background, MRO inventory and procurement, in addition to device, component and asset monitoring for device. In its most-evolved form, the functionality is prolonged by the addition of basic economic management modules, corresponding to accounts payable, can charge recording in ledgers, and human useful resource administration for rostering and ability recording."

About IBM

For extra assistance on IBM, please discuss with additional information on IBM's Maximo can also be found at

Maximo® is a registered trademark of IBM, Inc.

(1) Magic Quadrant for enterprise Asset management for Manufacturing, 2007. Dan Miklovic, Kristian Steenstrup Magic Quadrant for business Asset management for Transmission and Distribution, 2007. Kristian Steenstrup, Dan Miklovic Magic Quadrant for power-generating EAM application, 2007. Kristian Steenstrup, Dan Miklovic

The Magic Quadrant is copyrighted 2007, by Gartner Inc. and is reused with permission. Gartner's permission to print its Magic Quadrant should not be deemed to be an endorsement of any company or product depicted in the quadrant. The Magic Quadrant is Gartner's opinion and is an analytical representation of a industry at and for a specific time period. It measures carriers in opposition t Gartner-described standards for a industry. The positioning of vendors inside a Magic Quadrant is according to the complicated interplay of many factors. well-recommended vendor option decisions should count on greater than a Magic Quadrant. Gartner research is supposed to be one of many counsel sources and the reader should not rely completely on the Magic Quadrant for resolution-making. Gartner expressly disclaims all warranties, specific or implied of health of this research for a selected aim.

Oracle commercial enterprise Asset management Vs IBM Maximo CMMS EAM evaluation report 2019 - | Real Questions and Pass4sure dumps

The "Oracle enterprise Asset management Vs IBM Maximo CMMS EAM comparison file" document from technology contrast facilities has been brought to's offering.

examine suitable utility solutions head-to-head, right down to the most effective details. For greater than 25 years, the writer has saved agencies - of every type and measurement, around the globe - time and money making a choice on utility with their utility assessment studies.

Free! along with your buy, receive an onboarding name from one of the vital author's experts to support you get the most value out of your evaluation record. particulars may be covered in the e-mail you acquire along with your purchased merchandise.

Oracle business Asset administration vs. IBM Maximo application

you'll see how simple it is to evaluate and price characteristics and functions between the appropriate utility solutions with the CMMS - EAM software comparison document.

This Oracle enterprise Asset management vs. IBM Maximo evaluation document gives you with the equipment to examine the set of facets and functions of your preferred programs in a degree-by means of-aspect appraisal. The comparison chart allows you to cautiously investigate cross-check the approaches by which distinct application solutions can fulfill your technical and purposeful necessities.

For greater counsel about this document visit

View supply version on

supply: analysis and Markets

ResearchAndMarkets.comLaura timber, Senior Press Managerpress@researchandmarkets.comFor E.S.T office Hours name 1-917-300-0470For U.S./CAN Toll Free name 1-800-526-8630For GMT office Hours name +353-1-416-8900Related topics: utility, enterprise Mobility administration

Copyright company Wire 2019

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IBM cashes in | real questions and Pass4sure dumps

The deals have clicked with regularity since March: Dell Computer Corp., EMC Corp., Acer Group, 3Com Corp. and Cisco Systems Inc. With more than $30 billion committed to its coffers from these and other contracts, the IBM Technology Group is just getting started.

Not even a year old, this new division has an ambitious goal: Become the arms dealer to the IT industry. To reach that pinnacle, IBM is leveraging the industry's broadest patent portfolio—along with the specter of enforcing those patents.

Now, as IBM continues a transition that will significantly impact technology vendors and their customers well into the next decade, the company finds itself walking an increasingly fine line between supplier and competitor to its partners.

To propagate its technology throughout the industry, IBM has had to open up its closely held intellectual property—the crown jewels spawned from years of R&D.

In the past six years alone, IBM has registered more than 10,000 patents, covering security, cryptography, software, storage, networking, PC and server architectures, and semiconductor design and manufacturing.

That diverse portfolio of technology often languished in IBM's labs as the company's hardware and software divisions failed to build and market successful products around it.

"We used to keep wraps on their technology, designing and building something without knowing if there was a market for it," said Jim Vanderslice, senior vice president and group executive of ITG, based in Somers, N.Y. "Now it's completely different. We're offering more access to their technology for a better return."

A better return is just what it's getting. For the first six months of this year, ITG has taken in $7.7 billion in revenues, with $5.8 billion of those sales coming externally (the rest of the revenues are derived from component sales to other IBM divisions). Its goal: $19 billion in outside sales by 2002.

"Of all the computer companies, IBM's inability to capitalize on its wealth of technology was probably the most baffling," said Marcia Brooks, contributing editor of the Inside the New Computer Industry newsletter, in Carmel, Calif. "ITG may be dismissed as a move to make IBM a mere supplier of parts, but the fact is, the company is going where the margins are."

R&D gauntlet

The charge has been led by IBM Chairman and CEO Lou Gerstner, who early last year challenged three senior executives—Vanderslice, Bob Stephenson and Mike Attardo—to find a way to offset the company's R&D costs. At more than $5 billion annually, IBM's R&D expenditures are nearly as much as the R&D budgets of Intel Corp. and Microsoft Corp. combined.

At the time, IBM's OEM initiatives consisted mainly of selling mass storage. After months of research, the three executives concluded that the best way for IBM to leverage its R&D investments was to become a full-fledged component supplier and integration partner to third parties.

Such a move, the executives reasoned, would also buttress IBM's hardware revenues, which have slowly but steadily declined. More important, it would give IBM a way to enforce its patents without chasing down vendors for royalty payments.

In August 1998, the trio presented its findings to IBM's board of directors in the report "IBM's OEM strategy for the 21st cen tury." The board signed off on the plan, and two months later, ITG was born, combining IBM's storage systems, microelectronics, printing and network hardware divisions.

Less than a year later, the deals are piling up with alarming speed. One main reason: Many vendors want to repel the threat of a patent infringement battle. IBM's patents are so extensive and cover such fundamentals of computing that it would be virtually impossible to find a company that has not infringed upon one of its patents at one time or another.

"We needed to get the royalty issues off the table," said Michael Lambert, senior vice president of Dell's enterprise computer group, in Round Rock, Texas.

Dell had been paying tens of millions of dollars annually to IBM as part of a 1993 royalty agreement that expired in late 1998. Eager to drop the fees and apply the cash to its bottom line, Dell began negotiating its component deal with IBM in early 1998 and finally consummated the landmark $16 billion component pact in March of this year.

"Patent infringement is always an issue with IBM, given their extensive portfolio," said a Dell executive, who requested ano nymity.

The same scenario played out between IBM and EMC, whose existing royalty agreement also expired late last year. After months of negotiation, EMC in March agreed to purchase $3 billion in IBM disk drives in a cross-licensing deal that resolved the patent issues.

"There was a very strong potential" for a legal dispute had the two sides not reached a new agreement, said Paul Noble, executive vice president of products and offerings at EMC, in Hopkinton, Mass.

"Both [companies] were of the opinion that, rather than litigate ownership of particular technologies and licenses to technologies, we'd have a partnership," Noble said, adding that EMC wanted to design next-generation storage systems without fear of patent infringement. Now, he said, "we have what they wanted: design freedom."

Similarly, Cisco and IBM for years disputed patents and threatened lawsuits. Earlier this year, the two signed a cross-licensing deal to settle some of those disputes. The deal was a precursor to the $2 billion pact announced earlier this month.

"IBM uses intellectual property to their advantage to strike a deal in some other manner," said Selby Wellman, senior vice president of Cisco's Interworks Business Division, in Raleigh, N.C. Wellman, who negotiated the IBM deal for Cisco, added that such methods are standard strategy for many high-tech vendors, not just IBM.

Tony Baker, ITG's director of business development, acknowledged that protecting intellectual property plays an important role in ITG's licensing deals.

"Getting a return on that [intellectual property] is a very active program at IBM," Baker said. "You can sometimes run into areas of disagreement [over royalties], and they want to remove a potential inhibitor to a relationship. They want to take away any contention."

Beyond the patent issues, ITG's partnerships are having a major impact both inside and outside IBM. The company effectively exited the networking hardware business by selling its routing and switching patents to Cisco. The strategy shift raises questions about the future of other IBM divisions as well (see story, below).

However, the deals also help IBM keep revenues flowing into other divisions. As part of Cisco's pact with IBM, for example, the networking giant agreed to purchase IBM storage and PCs.

"They get you to [agree to] buy more products from them, [so] they'll issue a cross license," Wellman said.

Externally, the partners could help bring to market more quickly such IBM advancements as copper-based semiconductors, remote management software, high-capacity storage products in small form factors and silicon-on-insulator technology.

Nintendo of America Inc., for example, will use custom-made "system-on-a-chip" semiconductors from IBM in game devices due to hit the market during next year's holiday season.

"This is not a simple buy/sell arrangement anymore," Baker said. "We will work with partners to 'forward integrate' their technologies into their products."

That "forward integration" strategy provides perhaps the point of greatest potential conflict between IBM and its partners. For IBM to develop or customize components for partners' future products, it must be privy to those partners' long-term product plans.

Companies such as Dell and EMC are wary of sharing such confidential information with IBM, fearing their road maps will fall into the hands of rival IBM product divisions.

"Rest assured they have no intention of broadly communicating their plans to IBM," said the Dell executive who requested anonymity, even though Dell will likely have IBM build custom ASIC (application-specific integrated circuit) chips for future devices.

EMC and IBM, No. 1 and No. 2, respectively, in enterprise storage, will continue to walk a tightrope of sharing technology while competing in the storage market. IBM's latest storage system, Enterprise Storage Server, which the company calls its "EMC killer," is not covered by the technology-sharing agreement. EMC executives say they're not concerned about IBM cloning EMC products, even though the deal gives IBM access to patents for EMC's flagship Symmetrix line.

"Having a clipboard and a basketball doesn't make you Michael Jordan," Noble said, adding that it's unlikely the two will actually co-develop products.

"It is a delicate balance in adhering to confidentiality," ITG's Baker said of the cross-licensing deals. "The reality of the matter is that your credibility and reputation are on the line. If you violate the agreement, it's over."

Baker says ITG signs nondisclosure agreements with partners to ensure that confidential information stays within the technology division.

The benefits of the agreements—particularly partners' abilities to cut down on their own R&D expenditures by leveraging IBM's labs—should outweigh any risks, IBM officials maintain.

"Lots of companies are becoming just distributors of technology, so they'll need us to offload their R&D cost in this commodity market," Vanderslice said.

IBM's moves, as a result, could have a chilling impact on other component companies, which already are struggling with declining storage prices.

Last week, mass-storage maker Seagate Technology Inc. said it would cut 8,000 jobs and post a loss for its current quarter. Likewise, Western Digital Corp. and Quantum Corp. have cut jobs recently in an effort to offset poor financial performance.

"IBM provides incentives for Acer to buy as much as possible, such as price discounts," said Stan Shih, chairman of Taiwan-based Acer Group, which signed an $8 billion deal with ITG in June.

IBM could have bigger fish to fry than component vendors. Its OEM efforts position Big Blue as a much worthier competitor to Intel. Both companies, for example, are entering what's expected to be a lucrative market for programmable communications processors.

The jabs are already starting to fly, even before the companies release their respective network processors.

An Intel executive last week criticized IBM for building too many functions into its forthcoming network processors, resulting in a bloated chip.

"Their die is bigger than Merced," Intel's forthcoming 64-bit processor, said Mark Christensen, vice president and general manager of Intel's Network Communications Group, in Hillsboro, Ore. "They can't scale down, but they can scale up."

The risks and competition have yet to hamper ITG's progress. As the division forges new alliances almost monthly, one thing is clear: IBM's building blocks of components, software and services, and not its mainstay hardware, are the backbone of the company's 21st-century growth strategy.

"Gerstner changed their culture, and that's not an easy thing to do," said Cisco's Wellman, who spent 15 years at IBM. "It's a different IBM today."

Added Baker, a 30-year veteran: "We have to be more open because we're not just a hardware supplier. They used to be paranoid about eating their own children, but today, there's not so much paranoia about giving away their secrets. If they don't do this, someone else will."

Additional reporting by John S. McCright

Let's make a deal: A look at some of IBM's biggest OEM partnerships to date COMPANY DATE ANNOUNCED VALUE WHAT THEY ANNOUNCED BEHIND THE SCENES Dell March 4 $16 billion Dell will buy memory, LCDs, storage, networking and ASICs from IBM over seven years; companies will cross-license some patents. IBM drops Dell's royalty fees, which amounted to tens of millions of dollars annually. Dell agrees to help IBM promote mutually beneficial standards and share knowledge of efficient supply chain techniques. EMC March 24 $3 billion EMC will buy disk drives from IBM over five years; companies will cross-license some patents. Execs say the companies were in danger of infringing on each other's enterprise storage patents and needed to do the deal to clear the way for development. For the first time, IBM has access to EMC patents. Acer June 7 $8 billion Acer will buy storage, LCDs, networking and processors from IBM over seven years; IBM also agrees to buy about $1 billion of Acer LCDs, which it will resell. Acer needed access to IBM's patents to build PCs and pervasive computing devices. Acer is helping IBM expand its global reach for its e-business wares by implementing IBM solutions for business-to-business e-commerce in Asia. Acer now gets price discounts on IBM components. 3Com Aug. 2 Estimated at $1 billion to $2 billion The two share intellectual property in specific areas. 3Com was eager to speed up access to IBM technology, which until that point had been negotiated on a costly a la carte basis. Despite cross-licensing agreement, 3Com will still pay some royalties to IBM, possibly because 3Com's patent portfolio is much smaller. Cisco Aug. 31 $2 billion Cisco buys IBM's router and switching patents and agrees to buy $2 billion worth of IBM products over five years; IBM agrees to train more than 1,000 global service professionals on Cisco equipment. IBM becomes Cisco's preferred vendor for storage and PCs. Deal opens door for Cisco to work with IBM Global Services after being rebuffed for years because of competition with IBM's Networking Hardware Division. Cisco buys IBM patents mainly as a defensive posture against any future patent litigation by other networking companies. Fact file: IBM's patent portfolio

IBM has been the leader in patent awards for six consecutive years

2 million registered patents since 1971

3,000 software patents since 1993

Awarded 2,682 patents in 1998—the first ever to break 2,000 patents in a single year

700 patents awarded in 1998 were related to software

375 were related to network computing

Several dozen were related to silicon-on- insulator and silicon germanium technology

About 30 percent of IBM's patents are represented in products

Patents generate about $1 billion annually in revenue for IBM

Source: IFI/Plenum Data Corp., IBM

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