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000-578 Fundamentals of Applying Tivoli Service Availability and Performance Management Solutions V3

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000-578 exam Dumps Source : Fundamentals of Applying Tivoli Service Availability and Performance Management Solutions V3

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: 120 Real Questions

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After a Disastrous Run, IBM stock is just too inexpensive to ignore | killexams.com Real Questions and Pass4sure dumps

It’s in reality been an ugly run for IBM (NYSE:IBM). foreign business Machines stock has been hammered on the grounds that early October, falling 25% at one point. IBM stock touched a 9-yr low at one point before a modest rebound.

Admittedly, there are some reasons for the pullback. even though IBM stock looked exceedingly cheap earlier than the declines, Q3 earnings disappointed, with earnings growth again turning negative after three quarters of raises.

at the end of October, IBM agreed to purchase purple Hat (NYSE:RHT) for $34 billion in cash, an acquisition the market seems to dislike.

common weak spot in tech shares probably added to the drive. Mature, low-increase tech plays like Cisco methods (NASDAQ:CSCO) and Oracle organization (NYSE:ORCL) have pulled back as smartly. Neither inventory, of path, has seen declines like that of foreign enterprise Machines inventory.

IBM’s performance admittedly has been disappointing. I argued as these days as August that IBM gave the look of a buy, writing that “I’d be greatly surprised” to peer IBM exchange lessen than $a hundred twenty five, at which factor it might present a 5%+ dividend yield.

IBM is beneath $a hundred twenty five, and that i am slightly shocked. and i think the promote-off in IBM inventory has long past too a ways.

Is IBM a price trap, or a worth Play?

basically, IBM is low-priced. It trades at below 9x consensus 2019 EPS estimates. Free cash flow assistance for this 12 months suggests the same assorted according to free cash circulate.

With IBM management guiding for pink Hat to be accretive to the ~$12 billion FCF determine, that assorted may still fall even additional next year. And it leaves considerable room for IBM to pay out its present ~$6 billion in dividends.

So the simple argument here seems moderately easy to make. red Hat itself adds roughly two elements of income increase a yr, helping to stabilize the company going forward. IBM stock is priced for a decline when it comes to each earnings and free money stream.

The dividend should be moderately safe; there doesn’t seem to be room for a condition like that of accepted electric (NYSE:GE) where hard debt leads to a dividend reduce. Even with the purple Hat deal, IBM’s debt (and pension) load continues to be manageable.

however that basic case itself highlights the knowledge chance here. The market in frequent, and this market exceptionally, isn’t leaving fine businesses sitting round with a 9x P/E and a 5%+ dividend yield, even after some contemporary weak point. IBM stock didn’t hit a 9-year low because the market wasn’t paying attention. The market changed into.

The dangers to IBM stock

the basics right here suggest that traders are pricing international enterprise Machines as if it have been a declining enterprise. searching backward, it is. income fell yr-over-12 months for 23 consecutive quarters earlier than remaining yr’s this autumn. working margins have compressed over that duration.

And so the simplest bear case for IBM at the moment is in keeping with a single question: even with pink Hat, what’s diverse? The argument for purchasing IBM going again to 2012 has been, pretty much, that the stock is too low priced if it can stabilize earnings and margins. That bull case has been appropriate, however IBM hasn’t been capable of achieve that stabilization.

Even the decent information of the ultimate few quarters doesn’t look always that good. IBM’s centered areas of growth (which it refers to as “strategic imperatives”), like cloud and AI, have increased revenue 13% over the last 12 months. those classes force roughly half of earnings, which is first rate news.

The bad information is that IBM on the entire has grown profits a bit over 2%. That in turn suggests the leisure of IBM is seeing income fall whatever like 8%. And the modest margin pressure on the enterprise indicates that IBM is relocating from more desirable sales to weaker sales. It’s making an attempt to catch up in cloud  while seeing its mainframe company, as an example, wither away.

And on that entrance, Q3 actually become disappointing. Cognitive options (which homes the widespread Watson) earnings declined in constant currency for the second straight quarter. systems boom of 1% become a wonderful deceleration. The Q3 record harm the case right here. And with more difficult comparisons on the manner for the subsequent three quarters, investors likely can’t predict too tons in the method of fireworks any time soon.

nonetheless fascinating

So IBM bulls have to have their eyes open to the competencies downside. That noted, $121 does look too low cost for IBM inventory. The pink Hat deal might had been too pricy, but I believe Luke Lango, who made a forceful case for the strategic price of the acquisition. And with IBM having lost about $30 billion in market cap given that early October, IBM stock has more than priced within the expense tag.

The dividend looks safe within the mid-term. The stability sheet is protected. And eight-9x profits and free cash stream gives the business lots of flexibility to either pay off the red Hat-linked debt or ramp up shareholder returns.

extra important, these multiples do trade the bull case right here just a little. The argument for the final few years turned into that if IBM stabilized, the stock would go up. At these degrees, if IBM stabilizes, the stock can soar.

anything like 13x $13 in 2019 EPS gets the stock to ~$a hundred and seventy – about forty% upside even before the dividend. The market now is pricing in the contemporary vogue which makes some feel. but that also capability traders aren’t accounting for what occurs if the crimson Hat deal became a very good one and IBM’s turnaround at last takes cling.

As of this writing, Vince Martin has no positions in any securities mentioned.


IBM and Columbia tuition Launch Two Accelerator programs for Blockchain Startups | killexams.com Real Questions and Pass4sure dumps

ny metropolis – WEBWIRE – Thursday, November 22, 2018

 IBM (NYSE: IBM) and Columbia tuition these days introduced two new accelerator classes to construct and scale the subsequent era of blockchain innovation. As key accessories of the Columbia-IBM core for Blockchain and records Transparency, the accelerators will offer entrepreneurs and blockchain community founders around the world access to the expertise and resources they deserve to set up blockchain networks.

The classes will every support ten startups which are working to build out blockchain groups and establishing business blockchain networks. As a part of every application, individuals will discover highest quality practices for constructing a blockchain community with technical, academic and business mentors from IBM and Columbia. they're going to have access to agile design workshops from IBM, an experienced community of company and technical guide, connections to the Columbia research neighborhood and scholar talent swimming pools, business value design guidance and entry to IBM Cloud expertise during the application. 

The goal of these courses is to assist network founders strengthen their ideas into sustainable and scalable businesses offering blockchain solutions. For those already additional alongside in their experience, the courses are designed to support them obtain scale and construct a hit enterprise networks. As blockchain expertise continues to develop in popularity, its cost is tied to the electricity of the networks that use it. by using helping organizations build scalable options, the courses can foster meaningful business blockchain adoption and force enterprise efficiencies throughout industries.

“The probabilities introduced by means of blockchain technology are seemingly endless, and they are seeing strong dedication by using technical skill to construct online game-altering functions,” mentioned David submit, Managing Director, IBM Blockchain Accelerator. “what is also needed to in fact bring forth this sea trade is the appropriate technology and capabilities which is why IBM is working with Columbia to support give these early- and mid-stage founders a means to build commercial enterprise-grade networks that can stream blockchain innovation ahead.” 

The IBM Blockchain Accelerator  is designed for later-stage increase companies globally and concentrated on constructing out an business company network and client base for his or her blockchain software. this could take place over about eight weeks with a combination of in-person modules in big apple and San Francisco, in mixture with digital programming, to ensure that founders can take part while devoting time and power to scaling their businesses. 

The Columbia Blockchain Launch Accelerator is designed for pre-seed, conception-stage corporations with a Columbia or different identified big apple metropolis-based tuition affiliation. this could take location on-website in big apple city for about eight weeks, the place founders will obtain tools and working towards on the way to build a blockchain startup. this is the sixth accelerator application hosted by way of Columbia that focuses on pre-seed founders. 

“Columbia school has efficaciously launched several expertise accelerators in long island city, however this their first in partnership with a company it's a transparent business chief in the box,” observed Satish Rao, government Director, Columbia Blockchain Launch Accelerator. “Early- and late-stage groups will absolutely benefit from IBM’s expertise elements, potential and centered network coupled with Columbia’s ground-breaking research and skill in blockchain and records transparency, all whereas making the most of swiftly turning out to be NYC blockchain communities.”

both courses will supply agencies entry to expertise and functions valued at about $400K per business. Nominations for the IBM Blockchain Accelerator are now open. functions for Launch will open in January 2019. IBM and Columbia don't take fairness nor can charge a charge for taking part in either of these classes.

About IBM Blockchain

IBM is identified as the main business blockchain company. The company’s analysis, technical and company specialists have broken barriers in transaction processing speeds, developed essentially the most superior cryptography to cozy transactions, and are contributing tens of millions of lines of open source code to strengthen blockchain for groups. IBM is the chief in open-supply blockchain solutions built for the commercial enterprise. considering the fact that 2016, IBM has worked with a whole bunch of customers throughout fiscal functions, give chain, govt, retail, digital rights management and healthcare to implement blockchain purposes, and operates a few networks running reside and in construction. The cloud-based IBM Blockchain Platform grants the end-to-conclusion capabilities that consumers should right now spark off and correctly enhance, function, govern and secure their own enterprise networks. IBM is an early member of Hyperledger, an open supply collaborative effort created to boost go-business blockchain applied sciences. For extra suggestions about IBM Blockchain, visit https://www.ibm.com/blockchain/ or observe us on Twitter at @ibmblockchain.

About Columbia university

among the many world’s leading research universities, Columbia college in the metropolis of manhattan perpetually seeks to enhance the frontiers of scholarship and foster a campus community deeply engaged in the complex issues of their time through instructing, research, patient care and public carrier. The institution is constituted of 16 undergraduate, graduate and knowledgeable colleges, and 4 affiliated colleges and seminaries in manhattan, and a wide array of research institutes and world facilities around the globe. more than 40,000 college students, award-profitable faculty and knowledgeable personnel outline the university’s underlying values and commitment to pursuing new capabilities and teaching informed, engaged residents. established in 1754 as King’s college, Columbia is the fifth oldest establishment of better learning in the u.s.. www.columbia.edu

Columbia university helps entrepreneurship with a confirmed listing of launching task-backed startups, together with more than 200 businesses in response to Columbia’s highbrow property and eight technology lab-to-market accelerators operated by way of Columbia expertise Ventures.   The records Science Institute and Columbia Engineeringare joint partners within the core for Blockchain and information Transparency, which, besides its research and training mission, supports innovation via its accelerator classes. 

( Press release photo: https://photos.webwire.com/prmedia/6/231747/231747-1.png )

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a further architect of IBM’s fitness care strategy leaves the enterprise | killexams.com Real Questions and Pass4sure dumps

IBM is losing a exact govt who led its efforts to observe artificial intelligence to fitness care and different industries.

David Kenny is leaving IBM to become CEO of Nielsen Holdings, the company that tracks media and television ratings. As senior vice chairman of cognitive options at IBM, he had been responsible for establishing products in fitness care and safety, among different areas, and picking out new areas of boom for the enterprise.

His departure follows the removal of Deborah DiSanzo as supervisor of the enterprise’s Watson fitness division, whose monetary efficiency has suffered because of a mix of technical complications and strategy missteps.

commercial

Kenny worked out of Watson health headquarters in Cambridge, Mass., and helped the business appeal to new business within the $7 trillion international health care market, which is seen as a key enviornment of future increase for IBM. The division sells artificial-intelligence-primarily based items to support doctors make cancer medicine suggestions, in shape patients to scientific trials, and analyze information for drug businesses and hospitals, among other initiatives.

STAT has reported that those products have didn't benefit common uptake because IBM has struggled to execute on its contracts with quite a number purchasers. Its signature cancer product, Watson for Oncology, gave inaccurate and hazardous remedy innovations whereas IBM became advertising and marketing it to valued clientele worldwide, in line with inner files reviewed through STAT. And the enterprise has additionally struggled to fix complications with Watson’s natural language processing capabilities, a core feature crucial to read medical information and bring promised insights to fitness care providers and drug makers.

IBM spokesman Edward Barbini issued a quick observation on Kenny’s departure: “David is returning to his roots as a purchaser media company CEO,” the statement talked about. “It’s not miraculous that David has been closely recruited for such roles, and they would like him the most desirable.” Barbini did not indicate no matter if IBM will searching for a successor for Kenny, saying simplest that John Kelly, an extra senior vice president at the enterprise, will proceed to oversee the cognitive options division, which contains the Watson-branded items.

Kenny will be a part of Nielsen Holdings valuable Dec. 3. That enterprise is struggling to recover from a sharp drop in its stock rate and is making an attempt to refocus its method.

prior to joining IBM, Kenny turned into CEO of the weather enterprise and worked for a couple of digital advertising and marketing organizations.

Casey Ross

country wide know-how Correspondent

Casey covers the businesses disrupting biopharma and fitness care.


000-578 Fundamentals of Applying Tivoli Service Availability and Performance Management Solutions V3

Study Guide Prepared by Killexams.com IBM Dumps Experts


Killexams.com 000-578 Dumps and Real Questions

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000-578 exam Dumps Source : Fundamentals of Applying Tivoli Service Availability and Performance Management Solutions V3

Test Code : 000-578
Test Name : Fundamentals of Applying Tivoli Service Availability and Performance Management Solutions V3
Vendor Name : IBM
: 120 Real Questions

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Fundamentals of Applying Tivoli Service Availability and Performance Management Solutions V3

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Business Application Software analyzes systems performance. | killexams.com real questions and Pass4sure dumps

Press Release Summary:

FactFinder(TM) v3.0 enables users to monitor/manage application system performance and troubleshoot system components in physical, virtual, or cloud environments. It analyzea performance via AppSmart(TM) technology which, names URL sets, hostnames, and application pools, and provides system dependency maps to measure load curves for capacity planning. Scaling to thousands of servers, program also drills down into individual application systems of up to 250 servers.

Original Press Release: BlueStripe Software Only Provider to Allow Monitoring and Measuring of Application Service Requests across Entire Application Systems in Any Environment - Physical, Virtual, or Cloud

FactFinder(TM) 3.0 monitors production business application systems, identifies slowdowns, and delivers service request response time performance metrics, hop-by-hop, across entire application systems

RTP, N.C. - September 15, 2009 - BlueStripe Software today announced FactFinder 3.0, the only Application Service Management (ASM) solution that enables Service Delivery, IT Operations, and Application Support teams to monitor and manage application system performance and troubleshoot system components across any application environment: physical, virtual, or cloud. This capability radically improves IT operations' ability to quickly isolate and identify causes of slow applications by delivering real-time, hop-by-hop, visibility into critical service request performance metrics across heterogeneous environments.

FactFinder uniquely provides application service request performance metrics across tiers and between nodes, at the process-level, for each application component across an entire application system. FactFinder manages applications as full systems, isolating requests for discrete systems enabling Service Delivery and Application Managers to better meet service-level requirements. When application components are spread across different platforms - physical, virtual and cloud - FactFinder identifies the application and provides the visibility needed to ensure proper application performance.

"Multi-tier application systems have layered architectures that make monitoring IT service levels and aligning them with business performance extremely complicated," said Milind Govekar, research vice president, Gartner, Inc. "The challenge of managing these systems signifies that application support needs to become more systematic, as ITIL and ITSM, in theory, address. Solutions that track production application performance and analyze individual components will expedite IT service initiatives and unlock more business value."

FactFinder, using BlueStripe's patented AppSmart(TM) technology, delivers unprecedented visibility into application systems by automatically generating real-time Application System Maps, providing live views of application requests across tiers and components, and delivering load curve analysis to know how applications will scale. These monitoring capabilities provide the facts IT support teams need to analyze production application performance across any application environment. Key new features in FactFinder 3.0 include:

o Automatic Application System Identification: In 10 minutes, FactFinder, using AppSmart Technology, automatically maps application transaction systems and highlights discrete systems within the IT infrastructure, naming URL sets, hostnames and app pools for monitoring and fast triage. System dependency maps measure real-time load curves for proactive capacity planning.

o Application Transaction System Monitoring: Provides a dashboard of multiple applications, including URL-level visibility and hop-by-hop service request response times at every level across application tiers.

o Rewind Problem Replay: In addition to FactFinder's existing real-time & historical problem analysis, FactFinder's new Rewind capability gives a "black-box flight recorder" for application server platforms, enabling complete replay of application problems for systems not already under monitoring.

o Enterprise Fleet Scaling: Scales to thousands of servers across physical, virtual and cloud platforms, and drills down into individual application systems of up to 250 servers for complete visibility of response times and component usage across an enterprise. Federates multiple FactFinder deployments for problem solving collaboration.

Real-World Data for Pragmatic ITSM Application Management

FactFinder delivers the key performance indicators, including service request response times, of applications that span multiple technology silos that ITSM Service Delivery Managers have been seeking to improve application service. With the ability to monitor business-critical production applications in real time through FactFinder, enterprises have the actionable data they need to quickly locate performance degradation and improve IT service to the business.

"FactFinder 3.0 focuses on individual applications amongst the sea of system components their customers are charged with managing," said BlueStripe Co-Founder and CEO Chris Neal. "By monitoring the overall application system, FactFinder makes it easier for all levels of support teams to make sense of complex applications that cross different platforms. It only takes one overloaded server or poorly configured cloud service in the chain of an application system to affect end-user response time and lose revenue. The BlueStripe mission is to help their customers resolve application slowdowns wherever they occur, whenever they occur."

Find the Facts on BlueStripe and ITSM

o FactFinder 3.0 will make its debut at the itSMF USA Fusion 09 conference on September 20-23, 2009, in Dallas, Texas. Press and analysts interested in a demonstration or briefing at the event should contact Toni Iafrate at bluestripe@daviesmurphy.com.

o BlueStripe Co-Founder and COO Vic Nyman will also present as part of a webinar on ITSM strategies hosted by Senior Analyst Glenn O'Donnell of Forrester Research on September 18, 2009. Register for the event at bluestripe.com/resources/media/forrester-itsm.

o Download a complimentary copy of "Troubleshooting Application Slowdowns" white paper: bluestripe.com/resources/thought-leadership/whitepapers/aberdeen-summary.html.

Availability and Pricing

The new FactFinder 3.0 is available beginning September 22, 2009. Pricing starts at $10,000. Product trials will be available at bluestripe.com.

About BlueStripe Software

BlueStripe Software provides the only Application Service Management (ASM) solution that gives IT Organizations the visibility into exactly what IT components make up important business applications, where the application service requests go in those systems, and exactly where the requests are spending time and why. BlueStripe's flagship product, FactFinder, provides 24x7 monitoring and problem management for important production applications across any application architecture, across any server platform: physical, virtual, or cloud.

Based in the Research Triangle Park area of N.C., BlueStripe is led by an executive team that has built some of the industry's leading enterprise application management companies, including Wily Technology, Relicore, Computer Associates, Remedy and IBM/Tivoli. For additional information, please visit bluestripe.com.

Related Thomas Industry Update Thomas For Industry

Service portfolio management: Helping IT get back to business | killexams.com real questions and Pass4sure dumps

IT organizations have found much success implementing project and portfolio management (PPM) processes to better align IT projects with business goals. Now, more mature organizations are adopting service portfolio management (SPM) practices to help IT provide more transparency and a better focus on the services that deliver the most value to the business.

Service portfolio management, part of version 3 of the IT Infrastructure Library, helps achieive ITIL's mission of managing the entire service lifecycle, from request to retirement. As outlined in ITIL v3, the SPM approach allows IT to focus on being a service provider to the business, offering and managing a comprehensive set of IT services.

Here is an introduction to service portfolio management -- what it is, when companies typically begin to use it, and how it interrelates with PPM:

What is service portfolio management?

SPM is one of the 14 processes within the service lifecycle approach of ITIL v3. It's defined as "the process responsible for managing the service portfolio. Service portfolio management considers services in terms of the business value that they provide."

Organizations that use service portfolio management are looking for ways to add value to the business and meet customer needs through various technology services. In turn, many IT shops that use SPM find themselves pondering a number of business-based questions they didn't ask before, such as who is the customer, why should they buy this service from us, and what are their strengths and weaknesses?

A service portfolio includes three categories of services based on the service lifecycle:

  • The service pipeline: For services in the planning or development phase.
  • The service catalog: Includes services that are currently deployed or ready for deployment.
  • Retired services: Those that are no longer active.
  • When do companies typically employ SPM?

    Most companies that use ITIL rarely implement the service portfolio management process first. Processes like change, problem and incident management are usually implemented first because they are quicker to set up and easier to achieve quick wins. SPM is a harder sell because it requires a greater investment in tools and resources and works best with a more mature ITIL culture

    A company with a mature ITIL culture is usually one that "has adopted the concept of managing against IT services using common (across both internal and external IT groups) management processes and practices," said Troy DuMoulin, assistant vice president of product strategy at Pink Elephant, an ITIL consultancy. "It is also defined as an organization that has moved beyond the reactive operations and transition processes and begun to improve the proactive processes of service transition, design and strategy."

    Companies that have a good understanding of how technology can improve business processes have more success with SPM. According to DuMoulin, financial, medical and manufacturing companies have found the most success to date in using SPM.

    The importance of a service catalog

    A typical service catalog includes relevant information about the various services that IT offers, including related service-level agreements (SLAs), who can make the request, how much it will cost and how long it will take to deliver. For example, a business department could request data center hosting for a new application at a price of $500 per month and expect it to be online within four weeks. A service catalog standardizes both the ordering and fulfillment process for an IT service so business users don't waste time figuring out how to get something, and IT is more productive and doesn't waste time or money by being inefficient or duplicating resources.

    "Through the service catalog, there can now be a meaningful dialogue between IT and the business, what services they offer and service levels required," said Craig Symons, a vice president at Forrester Research Inc. "This also results in a more efficient and effective IT organization."

    Once an organization has a service catalog, it can then begin managing its services as a portfolio. The service catalog is only one element of SPM. "The actual process of SPM is to ensure that the services can [be] and are delivered, meet the service-level criteria (SLAs), are provided in a cost-competitive way, and meet the needs of the organization," said Symons.

    SPM vs. PPM

    In today's economy, most organizations are doing some form of project and portfolio management. But experts agree that PPM is most effective in organizations that also follow SPM practices.

    When companies use PPM without SPM, "the projects run and are delivered into an environment that's chaotic and less mature," said DuMoulin. "PPM is an output or child of SPM."

    Some consider PPM the execution arm for SPM. IT uses PPM to select and implement IT projects, but not to manage them once they are delivered. Service portfolio management is an ongoing process and focuses on the entire lifecycle of a service, with an emphasis on continual service improvement.

    Barclays Global Investors uses both PPM and SPM. Its project management office uses PPM and the IT group manages SPM, according to Nilesh Patel, director of infrastructure service management, enterprise technology services. Using SPM, "IT's view is really about transparency and what is coming down the pipeline into IT," said Patel. "PPM is used for project prioritization and to start and stop projects. And the goal of SPM is to work with the business to see what's coming."

    For Patel, the difference between PPM and SPM is the business focus. "SPM is about working with the business," he said. "PPM could be focused on a bunch of IT projects -- but not necessarily business projects."

    Tools to manage your service portfolio

    One reason that SPM hasn't been more widely adopted is its expense. "There's a huge investment to be made here -- specifically, in tools for metrics," said DuMoulin.

    Through the service catalog, there can now be a meaningful dialogue between IT and the business, what services they offer and service levels required.

    Craig Symons, vice president, Forrester Research Inc.

    To succeed with SPM, companies need to get better at measuring the performance of current services. IT organizations need tools that will provide accurate information about the availability, risks and security issues surrounding all of the services they offer.

    In addition to tools for metrics, there are monitoring tools, aggregation tools and multi-domain tools. Single-domain/platform tools are used to monitor servers, networks, mainframes, databases, etc. Aggregation tools help aggregate the data from single-domain type of tools into a common system or business-service view. Multi-domain and multi-platform-monitoring tools are used to map relationships, pull in external data sources and provide a common systems/business view for users.

    Some vendors offering these types of business services management or integrated IT management tools include Cognos, Mercury and Tivoli.

    Some organizations, including Barclays Global Investors, use specific tools to manage the workflow around their service catalogs. Patel's IT organization uses newScale Inc.'s PortfolioCenter as well as its other service catalog solutions. "We currently use newScale to make the defined services actionable," said Patel.

    "We define the services, who are the owners, costs associated and put them [the services] in their service catalog. NewScale's product handles the workflow to make sure the recipient receives their service -- whether it's application hosting, storage or ordering a laptop." Other providers of service catalog tools include Digital Fuel Technologies Inc. and Apptio Inc.

    But the tool question is secondary to the process and culture changes, according to David Moskowitz, an ITIL and ITSM consultant and trainer. "The goal of SPM is to morph the organization from IT centric to business centric," he said.

    Let us know what you think about the story; email editor@searchcio.com.


    Infrastructure as a Service Cloud Concepts | killexams.com real questions and Pass4sure dumps

    This chapter is from the book 

    This section explores some of the use cases driving cloud computing. Cloud computing offers many advantages that are important for individual use cases. Infrastructure virtualization also opens up new possibilities and IT assets that traditional computing does not use. Finally, operating in a public Internet environment offers new collaboration possibilities while also introducing security challenges. See “Use Cases and Interactions for Managing Clouds” [Distributed Management Task Force, 2010] for more detail on use cases.

    Actors

    A number of actors collaborate together in cloud use cases. Consider this basic list.

  • Cloud service developer—Develops software and other assets for consumption on the cloud.
  • Cloud service consumer—Requests cloud resources and approves business expenditures. Cloud service consumers can include users, administrators, and business managers.
  • Cloud provider—Provides a cloud service to consumers.
  • Web Site Hosting

    Operating a web site that requires database access, supports considerable traffic, and possibly connects to enterprise systems requires complete control of one or more servers, to guarantee responsiveness to user requests. Servers supporting the web site must be hosted in a data center with access from the public Internet. Traditionally, this has been achieved by renting space for physical servers in a hosting center operated by a network provider far from the enterprise’s internal systems. With cloud computing, this can now be done by renting a virtual machine in a cloud hosting center. The web site can make use of open source software, such as Apache HTTP Server, MySQL, and PHP; the so-called LAMP stack; or a Java™ stack, all of which is readily available. Alternatively, enterprises might prefer to use commercially supported software, such as WebSphere® Application Server and DB2®, on either Linux® or Windows operating systems. All these options are possible in IaaS clouds and, in particular, in the IBM SmartCloud Enterprise.

    Figure 1.1 shows a use case diagram for this scenario.

    Figure 1.1

    Figure 1.1. Use case diagram for hosting a web site on the cloud

    When building the web site, the developer needs to create a virtual machine instance that will host the web and application servers needed. The developer can save an instance to an image when the development of the site reaches a certain point or just for back-up purposes. Usually an administrator does not want to use an instance that a developer created. However, the administrator needs to know the hosting requirements in detail and might use an image that the developer saved or scripts that a developer created, as a starting point. In the process of maintaining the web site, an administrator might need to add storage and clone storage for back-up purposes. After cloning, the administrator might want to copy the data to some other location, so having it offline from the production web site would be an advantage. From the users’ perspective, users will be unaware that the web site is hosted in the cloud.

    The activities of the developer and administrator can be accomplished via a console with a graphical user interface, such as the one the IBM SmartCloud Enterprise provides. However, as time passes, many regular cloud users will automate with scripts. Command-line tools are ideal for these power users because they execute much faster than a user can click a mouse and navigate pages. Many power users have cheat sheets for common operations, such as installing software and patches, that they can retrieve and edit as needed. They can save scripts for creating instances, saving images, and performing other operations along with the rest of the script collection.

    The main advantage of using the cloud for this use case is that renting a virtual machine in a location where it is accessible from the Internet is considerably cheaper than placing physical machines in a data center accessible from the Internet. Other cloud advantages also apply to this use case, including the rapid ability to substitute in a new virtual machine for a server experiencing a hardware fault.

    Short-Term Peak Workloads

    In the retail industry, workloads come in short peaks at certain times of the year (notably, at Christmas) or coincide with advertising campaigns. Quickly adding capacity during these times is important. With their elastic ability to add servers as desired, clouds are ideal in this situation. Monitoring is important because user traffic varies from year to year based on economic conditions and other factors that make predicting the workload difficult. The IBM SmartCloud Enterprise includes an IBM Tivoli Monitoring image in the catalog that can be helpful. Along with other images in the catalog, it can be rented for as long as needed, and no installation is necessary. Figure 1.2 shows a use case diagram for this scenario.

    Figure 1.2

    Figure 1.2. Use case diagram for monitoring peak workloads

    As in the previous use case, all actions required to do this can be done in the console graphical user interface. However, scripts avoid repetitive work and save administrators time.

    The main advantage of the cloud in this use case is its elastic scalability.

    Proof-of-Concept

    Enterprises usually do proof-of-concept or pilot studies of new technologies before committing to use them. External IT consultants are often invited to do these proof-of-concepts. The consultants are typically under a lot of pressure to deliver a large quantity of computing capacity in a short period of time. If they do not have prior experience in this area, they generally have little hope of succeeding. Assets that they can take from job to job are critical. The cloud can make this easier by allowing saved images to be reused directly and to allow consultants and enterprise users to easily share the same network space. This solution is a better one than requiring the consultant to transport physical machines, install everything on her or his laptop, or install all the software on-site at the enterprise in a short period of time.

    Figure 1.3 shows a use case diagram for this scenario.

    Figure 1.3

    Figure 1.3. Use case diagram for a proof-of-concept on the cloud

    Working in a public cloud environment with support for user administration is critical here, to allow the enterprise to add an account for the consultant. Alternatively, the consultant could use his or her account space and simply allow access via a network protocol such as HTTP. If the enterprise likes the proof-of-concept, it might want to use it long term. It can move it to the company’s private network by saving an image and starting up an instance on its virtualization LAN. Table 1.2 compares a traditional proof-of-concept and a proof-of-concept on the cloud.

    Table 1.2. Comparison of Traditional and Cloud Environments for a Proof-of-Concept

    Traditional

    Cloud

    The consultant travels to the customer site.

    The consultant works over the Internet.

    The customer gives the consultant access to the enterprise network, subject to an approval workflow.

    The customer gives the consultant access to the cloud with account or specific virtual machines with cryptographic keys.

    Customer procures hardware for the pilot.

    Customer creates an instance with the self-service interface.

    The consultant works independently.

    The consultant pulls in experts for high availability, performance, security, and so on for a few hours, as needed.

    The consultant cannot connect his or her laptop to the enterprise network and instead must use only tools that the customer makes available.

    The customer can use her or his favorite application lifecycle management tools on a laptop or available on the cloud.

    The consultant installs everything from scratch.

    The consultant starts up instances from prebuilt images.

    The server is repurposed after completion.

    Server instances are saved as images, and running instances are deleted.

    The cloud enables a different set of deliverables for proof-of-concept, pilot, beta programs, and consulting projects. In traditional environments, enterprise network constraints (especially security issues) often require consultants to work with unfamiliar tools. This results in written reports documenting deployment steps and best practices that customers cannot easily consume. In other situations, consultants are left in a permanent support position long after the project has “finished.” The cloud enables a different set of deliverables, including virtual machine images, deployment topology models, and software bundles, as shown Table 1.3.

    Table 1.3. Comparison of Traditional and Cloud Project Artifacts

    Traditional

    Cloud

    Software installation program (time consuming to develop)

    Virtual machine image (capturing an instance with the click of a button)

    Written reports summarizing deployment steps

    Deployment topology models, automation scripts

    User documentation written from scratch

    Documentation reused from standard images

    Configuration files in miscellaneous locations

    Asset added to cloud catalog

    Difficult support process

    Support via remote access to cloud

    The primary advantages of the cloud for this use case are elastic scalability, access from the Internet, and the capability to save and reuse projects assets.

    Extra Capacity

    In this scenario, the IT department runs out of computing resources, delaying in-house projects. The department rents resources on the cloud to meet the shortfall. A virtual private network is used to connect to a private virtual local area network (VLAN) in the cloud to the enterprise network.

    Open Source/Enterprise Collaboration

    Recently, enterprises have embraced the idea of open source. However, this is best done in a controlled way. An organization might be unwilling to host an open source project on SourceForge or Apache but might want to use open source in a more controlled way. By hosting the project itself on the cloud, the enterprise maintains complete control over the project while still gaining the advantages of an open source model.

    Outside contributors can make use of these advantages:

  • Be given user accounts without granting access to the enterprise’s internal IT systems
  • Use a common set of development tools hosted on the cloud
  • Storage System for Security Videos

    Some application domains consume huge amounts of data. Video files are one example. In addition to the files themselves, a management application must allow the videos to be accessed and store additional metadata about them. Hadoop, a freely available open source distributed file system capable of storing huge amounts of data, might fulfill the storage needs of such a security video management and access system. IaaS clouds are an ideal platform for hosting Hadoop and being able to add nodes to the cluster on demand.

    Business Scenario: IoT Data Hosting Provider

    To tie together the information presented in this book, this section describes how it can be used in a business scenario. In this situation, the company IoT Data provides a hosting service for Internet-connected devices to store data. IoT Data’s business services include the following:

  • Registering devices
  • Storing data from a device using a REST web service
  • Conducting HTML and programmatic searches of the data
  • Sharing the data in public, community, and commercial modes
  • IoT Data charges customers by gibibytes (GiB) of data stored and 10% of any data sold. For large customers, IoT Data also provide the entire suite of software for private hosting on the cloud itself. In this case, the changes are per virtual machine hour and depend on the size of the virtual machine (in addition to the per-GiB charge). A diagram showing the main actors and use cases for IoT Data is shown next.

    IoT Data does not have a large budget to hire employees, so as much work as possible has to be automated. IoT Data also cannot afford to buy servers, so it needs a pay-as-you-go model, such as a public cloud provides. In addition, the company has few resources to develop its own software and thus must leverage as much as possible from the cloud provider. This book explains how different technologies can meet IoT Data’s business needs (however, they do not actually write the code for doing so).



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