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000-857 Windows Integration for iSeries Technical Solutions V5R3

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000-857 exam Dumps Source : Windows Integration for iSeries Technical Solutions V5R3

Test Code : 000-857
Test Name : Windows Integration for iSeries Technical Solutions V5R3
Vendor Name : IBM
: 76 Real Questions

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IBM Windows Integration for iSeries

accept as true with IBM Lotus SameTime for UC, not simply Microsoft OCS | Real Questions and Pass4sure dumps

Microsoft has been advertising its workplace Communications Server (OCS) 2007 as the next massive issue in unified communications (UC). Some say OCS is the most effective future for UC and cannot be omitted. The business has to evaluate the OCS's capabilities and the way they bring UC and integrate with the enterprise's latest conversation infrastructure, particularly the PBX. but then there is IBM's Lotus SameTime to believe.

IBM Lotus SameTime is a competitor to Microsoft's OCS. There are about 20 million SameTime licenses. IBM and Microsoft are merchandising their respective products with accelerated capital expenses and sales and advertising efforts. there are many alterations between OCS and Lotus SameTime. The IBM focus is to integrate with PBX carriers, now not exchange them, which looks to be Microsoft's ultimate aim. besides the fact that children, when the companion enterprise's built-in options are covered, there's a whole lot less change. The enterprise should evaluate the two choices, now not just go together with OCS. The center of attention of this tip is on Lotus SameTime, now not OCS.

one of the most first differences is that Lotus SameTime integrates with Outlook and other Microsoft purposes. The reverse isn't authentic; OCS does not combine with Lotus SameTime. A problem of Lotus SameTime is that it doesn't support voice and video site visitors from the internet but is designed to work handiest over the business LAN/WAN. Lotus SameTime does not offer a softphone capability like the proprietary office Communicator 2007. IBM announced SameTime Unified Telephony in 2007. this may convey a softphone capacity, multipoint IP voice, and integration with distinct providers' PBXs.

a huge skills of Lotus SameTime is that it is built on the Eclipse framework, an open application development and runtime framework. Eclipse is supported via Oracle, Sybase, Motorola, BEA, Nokia, Intel and Actuate. This allows for Lotus purchasers to expand, extend and/or embed different UC capabilities within the commercial enterprise's enterprise application. It additionally supports dissimilar IM federations with AOL, Yahoo, GoogleTalk and Jabber-based IM programs.

yet another abilities is IBM's method to operating systems. it can run on multiple systems, IBM's pSeries AIX and i5/OS iSeries, Microsoft windows XP and Server 2000/2003, solar, Linux (pink Hat and Novell), and Apple working systems.

The accessories of the Lotus offering are:

  • Lotus Domino for the e mail server and LDAP directory
  • Lotus Notes for the e-mail customer
  • SameTime Server for the UC server
  • SameTime join
  • SameTime cell
  • SameTime meeting Room
  • SameTime Unyte
  • The Lotus platform isn't a PBX replacement, which is what Microsoft looks to be moving toward. IBM embraces the PBX dealer items in addition to other third-celebration capabilities. Lotus does not consist of telephony, presence or softswitch services. The OCS telephony presence can't work with PBX-linked phones. There is not any proof yet that IBM will try to embody the telephony features in future choices.

    IBM Lotus offers two easy methods to combine with a telephony dealer's methods. The telephony dealer can improve applications the usage of the SameTime software program Interface (API) and Eclipse. The second method is to use the average name control interface, Telephony Conferencing service provider Interface (TCSPI).

    one of the issues is the list of UC services that Microsoft and IBM include in their definitions. here are the features that both OCS 2007 and Lotus SameTime eight.0 support:

  • desktop presence
  • IM multiparty messaging
  • Multiparty voice and video
  • element-to-element video
  • call manage points
  • Presence/calendar integration
  • rich textual content aid
  • reveal sharing
  • internet conferencing
  • File switch
  • This record may now not encompass all of your enterprise's definitions of UC, nonetheless it does cover what Microsoft and IBM help. There are in fact UC facets that other carriers will offer. OCS and Lotus SameTime are good constructing blocks, but neither is the comprehensive UC picture.

    for people that can entry the VoiceCon web site, there is a brilliant presentation entitled "decisions in Unifed Communications solutions: evaluating Microsoft workplace Communications Server 2007 to IBM Lotus SameTime 8.0." The presentation turned into created via Brent Kelly of Wainhouse analysis.

    concerning the writer:Gary Audin has more than forty years of laptop, communications and protection adventure. He has deliberate, designed, unique, applied and operated data, LAN and cellphone networks. These have protected native area, country wide and international networks as well as VoIP and IP convergent networks within the U.S., Canada, Europe, Australia and Asia.

    send information to IBM i (AS/four hundred) Multi-Member files With Mule | Real Questions and Pass4sure dumps

    On a contemporary name with a prospect, I ran right into a use case where they needed to send facts to AS400 multi-member data with MuleSoft Anypoint. IBM i (AS/400, iSeries, equipment i) operating atmosphere contains an built-in DB2 database that's accepted as an application statistics keep. far flung customers can entry IBM i statistics by the use of DB2 SQL question Engine, JDBC, or ODBC interfaces, and this works smartly for commonplace information and DB2 tables. there is a special file category generic in older IBM i functions that helps partitioning content into diverse "contributors" and offers strategies for keeping apart the statistics for typical programs. The problem of interfacing with multi-member info is that they cannot be with ease accessed by means of ordinary SQL purchasers.

    There are a few "brute force" alternatives for remotely developing and dealing with multi-member data in Mule, together with:

  • custom Java or .web code to enforce checklist degree entry to a exact member the usage of IBM Toolbox for Java or IBM entry for windows APIs.
  • custom Java or .net code to create an SQL alias pointing to a particular member then use that alias as a substitute of the file name for SQL operations.
  • Use of third-party ETL tools equivalent to GoAnywhere.
  • Create normal IBM i DB2 staging info and transfer the data there, then create a custom IBM i program to reproduction facts from the staging info to multi-member information on the backend.
  • all the above alternatives are pretty simple for an IBM i integration construction group, however those approaches still require lots of custom coding both on the Mule or IBM i side. fortunately, the IBM i integrated file gadget (IFS) items ordinary IBM i info within the QSYS file system as directories and members as info. It can be illustrated within the Qshell reveal through altering to the file:

    > cd /QSYS.LIB/DKUZNETSOV.LIB/TESTFTP.FILE > ls -l complete: 172 kilobytes -rwx---rwx 1 INFOPGMR 0 4008 Jul 27 15:14 TEST01.MBR -rwx---rwx 1 INFOPGMR 0 4008 Jul 28 eleven:50 TEST123.MBR -rwx---rwx 1 INFOPGMR 0 1002 Jul 27 22:49 TEST123CLS.MBR -rwx---rwx 1 INFOPGMR 0 4008 Jul 27 22:51 TEST124.MBR -rwx---rwx 1 INFOPGMR 0 4008 Jul 27 22:fifty eight TEST125.MBR -rwx---rwx 1 INFOPGMR 0 0 Jul 27 14:53 TESTDIMA.MBR -rwx---rwx 1 INFOPGMR 0 0 Jul 27 14:forty one TESTFTP.MBR $

    Armed with this expertise, i was able to use the standard Mule FTP connector to push the facts without delay to a specific IBM i file member by using a direction of /QSYS.LIB/<my library>.LIB/<my file>.FILE/ and a target file name of <my member>.MBR

    at last, the AS/four hundred connector is used to dynamically create a new member earlier than sending the information, then calling the IBM i processing application after the data switch is accomplished.

    Image title

    To check the sample movement, execute here CURL command or use an HTTP client equivalent to Postman.

    curl -X submit -H "Cache-control: no-cache" -H "content material-type: multipart/kind-data" -F "file2member=@path_to_the_input_file" "http://localhost:8081/sendFile?memberName=new_member_name"

    The Mule circulation expects the attachment filename to be file2member — it will probably with no trouble be modified to send any connected file.

    The code for this text will also be discovered right here.


    integartion ,mulesoft ,mule ,connector

    DataMirror publicizes guide for IBM iSeries i5/OS V5R4 | Real Questions and Pass4sure dumps

    DataMirror, a issuer of real-time data integration, insurance plan and auditing solutions for IBM iSeries, z/OS, AIX, Solaris, HP UNIX, Linux and windows structures, recently introduced full assist for i5/OS V5R4, IBM’s new working device for the iSeries platform. effective automatically, DataMirror’s Transformation Server, iCluster, and LiveAudit solutions will seamlessly operate on the i5/OS V5R4 platform, enabling groups operating on iSeries to enhance productiveness, increase efficiency and make more suitable, sooner decisions. through incorporating DataMirror’s suite of excessive performance options into their computing atmosphere, IBM i5/OS V5R4 valued clientele benefit a powerful know-how platform that supports mission-critical business operations. DataMirror’s options unleash the power of iSeries, featuring true-time records integration, high-availability and statistics auditing in iSeries environments with out interrupting the efficiency of a firm’s operational methods.

    With DataMirror, groups can: entry up to date company suggestions on allotted servers to make sure that the premier and present suggestions is always accessible; preserve enterprise operations within the experience of planned and unplanned downtime; and video display alterations in business counsel for regulatory compliance and chance management. “DataMirror and IBM have a longstanding partnership aimed toward providing essentially the most mighty, legitimate integration and excessive availability solutions to iSeries customers international,” mentioned Herman Wallenburg, DataMirror’s Chief Scientist.

    This BeyeNETWORK news merchandise includes tips from a fresh press unlock by using the business mentioned.

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    ASNA Monarch Paves Road to SOAs for Legacy iSeries Users; Monarch 2.0 Allows Businesses with RPG-based iSeries/i5 Systems to Swiftly Unlock, Extract and Use Critical Business ... | real questions and Pass4sure dumps

    SAN ANTONIO--(BUSINESS WIRE)--Aug. 17, 2005--ASNA (Amalgamated Software of North America) announced today a new version of its Monarch suite of software technologies that allows businesses to smoothly and quickly extend or migrate legacy, RPG-based IBM iSeries/i5 applications and data into Microsoft's .NET environment.

    ASNA Monarch 2.0 boasts a robust set of features and functionality that make it even easier for iSeries/i5 applications and data to be extended or migrated to .NET for integration into Service-Oriented Architectures (SOAs) and Web services, allowing businesses to be more competitive.

    "The iSeries is a venerable platform that businesses have invested billions of dollars in over the past two decades, and there is immense value and equity that's been built upon that platform by users," said Anne Ferguson, president of ASNA. "Monarch gives those users the key to unlock and extract that equity and value for extended use into the contemporary world of Web services and SOAs."

    ASNA Monarch, which was introduced in the fall of 2004, is a set of software technologies that initially allowed developers to migrate RPG-coded "green-screen" applications to browser-based applications in .NET. It translates RPG as well as the display files, resulting in a free-standing .NET application that performs the same core functions as its green-screen predecessor. Monarch also allows the modernized apps to seamlessly communicate with iSeries/i5 and SQL Server databases. Much more than a simple-source migration facility, Monarch takes iSeries/i5 RPG programs, display files, CL, menus, message files, data areas, printer files and data files to .NET in hours or days instead of months or even years.

    Monarch evolves RPG source code, and because that source persists in a syntax with which RPG developers are familiar, the existing RPG development team retains "ownership" of the newly hosted .NET programs, allowing businesses to retain the value of programmers who understand the business side of a company. There is no Java, C++ or C# code generated, and it's entirely maintainable by existing RPG programmers. Because the resultant transformed code is 100-percent Microsoft Intermediate Language (MIL) complaint, any further development can be undertaken by both RPG and object-oriented programmers and united under a Visual Studio project.

    Monarch 2.0 is now easier to use and even more functional thanks to the addition of new application segmentation capabilities, higher levels of printing support, object grouping, an expanded framework that supports third-party controls, and new command and display file keyword support.

    "What Monarch did for us was rather amazing, and their decision to use it was one of the best choices we've ever made," said Aimee Farabaugh, Director, Software Development for Infocon Corp., Ebensburg, Penn. Infocon is a custom software developer that provides business and county governmental solutions.

    "We transformed one of their legacy applications to the .NET platform in a matter of weeks," Farabaugh continued. "That is incredible given the fact that the application contains well over 100,000 lines of code and complex databases. It also allowed us to preserve their existing staff's talents while providing a stepping stone that eases them into the .NET programming realm. Monarch is proving to be such an invaluable migration tool that we're now using to upgrade their remaining applications."

    "We were delighted to discover the ASNA Monarch migration tools gave us around a 95 percent error-free conversion of their data," said Jon Dean, technical director at AiM Software, Ltd., West Midlands, UK. "We only needed some minor amendments to the AiM Application suite, remove some redundant features and enhance the appearance of the final product, but it all worked out great. They were also highly impressed with the presentation and readability of the migrated source code, which enabled their development staff to confidently support the AiM .NET product."

    Dean added that the company has as many as 17,000 programs to migrate, including financial, manufacturing and distribution application and data modules it expects to have fully migrated within three months -- a process that would otherwise take years to accomplish with rewrites.

    Monarch is in use at large enterprise organizations around the globe, and continues to be the only available path for businesses to migrate or extend iSeries RPG-based applications to .NET.

    "SOAs in .NET are the new means for IT to support businesses and their ability to remain competitive," ASNA's Ferguson said. "ASNA is helping their customers make the journey to .NET with as little disruption or pain while continuing to reap the benefits of the applications they've invested in."

    About ASNA

    ASNA has been developing visual programming and systems software for the midrange community since 1982. ASNA Web and Windows development products include ASNA Monarch, ASNA Visual RPG for .NET, DataGate and the ASNA DataGate Component Suite. ASNA is an IBM Tools Network Partner, an Advanced Tier Member of IBM's PartnerWorld for Developers, a Microsoft Visual Studio Industry Partner and a Managed Microsoft Certified Partner. ASNA is also a founding member of the Midrange Alliance Program (MAP) and the only member to be both IBM ServerProven and Microsoft .NET compliant. Business applications developed with ASNA Visual RPG (AVR) and DataGate are used by more than 750,000 end-users across many thousands of companies worldwide. Based in San Antonio, Texas, ASNA also has offices in Europe (Guildford, UK) and 30 international distributors. For more information, please visit

    Seven steps to ensure project success | real questions and Pass4sure dumps

    If a project succeeds and meets expectations, you probably don't spend much time thinking about it. You move on to the next one. On the other hand, if a project fails or misses expectations, you're wise to spend some time trying to understand what happened and why. Recently I had the chance to think about a project that missed my expectations. From that review, I formalized seven key steps for managing technical risk and one golden rule.

    Learning from my own mistakes

    A sister company of ours wanted to set up secure Web access to its HTTP server using SSL. Knowing that I had done it at their shop, they asked me if I could do the work at their shop. They told me their environment and needs were similar to mine. I gave them an estimate of three to four days of work. It actually took more than 10. Yes, the secure Web access works fine now, BUT the project certainly failed to meet my expectations on the workload. What went wrong?

    Mistake #1: No input to the project planning or managementI was the technical expert but DIDN'T have any real input into how the project was managed. I should have made that a clear condition to accept the work. I will next time. I could not change HOW they operated in IT, and it had a major impact on my project.

    Mistake #2: I assumed their environment was the same as mineSince I was going to be setting up a technical environment I knew how to do, I made the mistake of assuming I would know how to do the same thing in THEIR environment with the SAME EFFORT. Wrong. The net results of my time audit on the project are shown below in Figure 1.

    Item Description Time spent 1 Actual SSL reverse proxy plan, setup and testing 3.5 days 2 Time spent waiting ON SITE to get access to their network 2 days 3 Time spent waiting on users to test the application 1.5 days 4 Time spent doing performance benchmarks 3 days

    Figure 1: Time spent on secure Web access project

    I clearly failed to anticipate items 2, 3 and 4. Why? Time spent waiting ON SITE for network access doesn't make sense to me, but it's a reality for this IT shop. They were down on three occasions that I showed up with due to different Windows server viruses. I waited different amounts of time while they promised, "It's only a few more minutes" to get network access. Two other times I went there they didn't have an available PC setup OR network connection. They have strict rules about limiting access to outside users (me). As a result, I had to borrow PCs from existing users who were out for the day and then install and configure the tools I needed on each of these PCs. A total of two days lost.

    Time spent waiting for users to test the application is something I SHOULD have anticipated. It's happened in my own shop at times. If I'm managing a project in my company, I have LOTS of direct and indirect pressure that can be applied to help others focus on their responsibilities. In this situation, I had none. I should have realized I'd have no control over that portion of project.

    Time spent doing performance benchmarks is something I DIDN'T plan for, but I probably should have allowed for. Since I already implemented this solution twice at their company and performance was excellent on the same basic servers and hardware, I mistakenly assumed it would be fine here, too. And, of course, I was dead wrong. While my proxy server setup ran exactly as I expected, the user and project manager complained because Web users were getting horrible response time compared with in-house users. And of course they wanted ME to fix it! Not being TOO stupid, I first installed performance tools and ran a number of benchmarks to prove where the delays were coming from: their network! After sharing the results of my performance study on a conference call, the user asked me what I was going to do about it. I said. "Nothing because I don't own your network." This forced their network manager to finally respond. (He had ignored the performance reports I sent him two weeks earlier!) He said they'd look into it. A week later, they found their networking problems and corrected them -- there were several. Yes, performance was now fine, but I had lost three more days doing this extra work.

    I had a lot to learn on my end from this small project. Unfortunately for me, some of those lessons were ones I had learned earlier but didn't apply carefully here "because it was a small project."

    Categories of IT project risks

    IT projects generally have three categories of risks that need to be managed well for a project to succeed:

  • Business -- Will business operations be improved or, at least, kept the same before and during a project? Will business performance be improved in some way after the project?
  • Project -- What factors in planning and managing this project can go wrong? In my case, the technical lead (me) had no reporting structure to a project manager -- a very scary situation.
  • Technical -- Did I identify and plan for different types of technical problems? I certainly didn't plan to handle the viruses on their network, the need to setup their PCs over and over or the need to do technical performance analysis.
  • Seven key steps to ensure project success

    The seven items below are key to project success in many different scenarios:

  • Need to plan
  • Need to validate
  • Need to leverage experience
  • Need to resource
  • Need to manage
  • Need to adapt
  • Need to audit results
  • Need to planOn a project I plan, I normally define specific objectives, success keys, risks and strategies for business, project and technical items. On this project, I had input only on the technical details and, on that, I missed some key technical factors unique to their environment. Lesson learned: don't make assumptions about what DOESN'T need to be planned.

    Need to validateAll plans are based on concepts, data and assumptions. Ideally, ALL of that needs to be validated BEFORE a project is launched. My best project performances have been achieved when I validated the business, project and technical details BEFORE the project was launched. If you can't do that, don't launch the project. You and your team aren't ready.

    I usually create a validation project on the concepts that I'm validating the expected business case and looking for user input on the design to be sure the solution will be right for them. Both of those are true statements. In addition, I always have a "secret" technical strategy to validate the actual technical environment they are planning for the project. Time and again my "technical pilots" have shown the vast majority of the technical problems I'll face on the real project BEFORE I launch it. That gives me a chance to get the plan right BEFORE it's released, which is a nice place to be. When I've finished with the validation I now know that THIS technology works in MY environment with THIS staff. That's not a general statement that WebSphere works for instance but rather proof that THEY can make it work HERE.

    Need to leverage experienceSuccess requires that they have the right experience to execute a project successfully. I've learned that experience can be ours (in-house) OR someone else's (consultants). Like many of you, when they hire consultants to help, they also add some deliverables on skills transfer to their in-house staff so they can support the work the consultants have done.

    Lack of experience, especially technically, may be the highest single cause of failure in many IT projects I see. Typically I've seen people are often unsuccessful in substituting the following for REAL technical project experience:

  • Product documentation
  • Classroom training
  • User install guides and IBM Redbooks that address a different scenario than yours
  • Real technical skills cover planning, engineering, designing, integration, measurement, monitoring, diagnostics, technical testing, user testing and support. Even being "vendor-certified" on a technology doesn't guarantee you have the right technical skills for a project in many cases. Most certifications they see are basic "hands-on" skills, not solid engineering skills for a technology. Since nothing pays like experience, skills transfer is critical when they hire outside help. That's been their most productive route to gain the experience they need on projects.

    Need to resourceOn projects, you always need to find, recruit and allocate the right resources to be successful. That's more than just my staff. That's outside consultants if needed. That's business resources and capital usually from the project sponsor because we've made a valid business case. It's also the right assets: not just hardware and software tools but their OWN applications and data. They are much smarter about looking at project deliverables and asking IF they already have the resources (data and application components) that can provide similar services to what they need. It's sort of an inventory analysis on their own assets. If they do have those resources, we'll look at ways to "glue" those resources into their new solution. If they don't have what they need, we'll look at the build or buy decision now as the exception. If we're going to build it, we're more willing to contract that out, especially if it's something they don't expect to do every day.

    Need to manageGood, valid plans aren't enough. You need to have someone who will manage the project well through completion (whatever that is defined as).

    I manage differently now than when I was a new manager. Then I always looked at the project plan task details and spent a lot of time estimating, communicating to the team and collecting feedback.

    Now, after I've built a valid plan, I look only at the more important stuff: milestone deliverables, success keys, risk factors and resources. I spend a lot more time asking other project members, users, sponsors, owners and so on questions about these key items, then listening to what they say and making needed adjustments. Overall, the results are much better in terms of project team delivery and attitudes.

    Sure they use standard tools such as Microsoft Project, BUT those tools DON'T create good projects. They DO have some project methodologies that have made a positive difference: GAPS and OARS. There are other methodologies available as well.

    Need to adaptEvery time I hit a technical roadblock on my Web access project, I had to come up with a valid alternative to achieve my project objectives. Fortunately, I have more experience in this area than the average certified engineer. As a result, I was able to see and use options that aren't covered in standard training and certification courses. If I didn't know alternatives, couldn't find them or wasn't willing to modify my design to use them, that project surely would have failed.

    On my Web security project, I needed to come up with alternate ways to access, configure and test their applications, since their network models prevented standard access to those components. The alternatives I created worked great, and I didn't lose any time because of software setups.

    Need to audit resultsI repeated this exercise on other projects regularly, especially the ones that didn't go well. I also created a "simple" accounting system for their in-house projects that lets me see how close they came on resource utilization to their plans and original estimates. It turns out their original estimates on many projects are only half of what the project ultimately will cost in terms of time. As a result, we're able improve their estimates going forward.

    Golden rule: Need to enjoy what you're doing

    I know you've never failed on any project you've tried. :-) As a result, I'm sure you know more than I do on this subject. Share your knowledge and write me at

    About the author: The Value Manager is an IBM iSeries IT manager trying to make the right decisions to deliver better value for his company. He welcomes your comments and feedback. E-mail him at

    Attunity Introduces Operational Data Replication for SQL Server Integration Services | real questions and Pass4sure dumps

    Nov 3, 2009

    Attunity, a provider of real-time data integration and event capture software, has introduced a suite of Operational Data Replication (ODR) solutions integrated with Microsoft SQL Server Integration Services (SSIS) which is designed to enable customers to replicate data in real-time across a set of heterogeneous data sources at an affordable price point. The solutions are designed to enhance business intelligence, improve business operations, and reduce total costs.

    Enabling real-time business intelligence capabilities requires the ability to replicate data across heterogeneous data sources in an efficient, real-time, and cost-effective manner. Yet to date, according to Attunity, achieving that involved either costly homegrown solutions, or the purchase of enterprise data replication software packages that are often expensive and potentially address needs that may exceed those required for operational business intelligence. Alternatively, the Attunity suite of data replication/change data capture products for SSIS now provides operational data replication solutions that support operational/real-time business intelligence requirements with significant cost savings in hardware, software licenses, and implementation services.

    Attunity is a Microsoft SQL Server partner and a leading independent provider of low-impact change data capture (CDC) technology that enables capturing and processing only the changes made to heterogeneous enterprise data sources, relational and non-relational, on platforms ranging from Windows to the mainframe. Earlier this year, Attunity introduced the Attunity Oracle-CDC for SSIS, a data replication solution that enables the real-time integration of Oracle data and is tightly integrated with SSIS. Attunity is now extending this product into a suite that supports many heterogeneous sources, including a new release of Oracle-CDC for SSIS, IBM DB2-CDC for SSIS (on z/OS & iSeries systems), and HP NonStop SQL/MP-CDC for SSIS.

    "These new change data capture solutions for SSIS enable the real-time acquisition and processing of data by SSIS to both heterogeneous sources and targets," Itamar Ankorian, director of marketing and business development for Attunity, tells 5 Minute. "Now, Oracle, IBM DB2, and HP NonStop databases can be accessed by SSIS for data integration purposes, and the results can be sent to any of these same platforms as data targets, as well as being sent to SQL Server databases. This technology from Attunity augments SSIS and enables it to be a truly heterogeneous data integration solution for operational business intelligence."

    For more information, go here.

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