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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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On a fresh call with a prospect, I ran right into a use case where they vital to send statistics to AS400 multi-member info with MuleSoft Anypoint. IBM i (AS/four hundred, iSeries, device i) working environment contains an built-in DB2 database it truly is regular as an utility data keep. faraway customers can entry IBM i information by way of DB2 SQL query Engine, JDBC, or ODBC interfaces, and this works well for usual info and DB2 tables. there's a distinct file classification regular in older IBM i functions that supports partitioning content into dissimilar "participants" and provides methods for setting apart the facts for natural courses. The challenge of interfacing with multi-member information is that they cannot be effectively accessed via average SQL clients.
There are a number of "brute drive" alternate options for remotely creating and dealing with multi-member files in Mule, including:
all of the above alternate options are relatively easy for an IBM i integration construction team, but these approaches nonetheless require loads of custom coding either on the Mule or IBM i side. fortunately, the IBM i built-in file device (IFS) items ordinary IBM i info within the QSYS file system as directories and contributors as data. It can also be illustrated in the Qshell screen by means of 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 talents, i was in a position to use the normal Mule FTP connector to push the statistics directly to a specific IBM i file member through the use of a direction of /QSYS.LIB/<my library>.LIB/<my file>.FILE/ and a target file name of <my member>.MBR
ultimately, the AS/four hundred connector is used to dynamically create a new member earlier than sending the records, then calling the IBM i processing program after the statistics transfer is achieved.
To examine the sample flow, execute here CURL command or use an HTTP client equivalent to Postman.curl -X submit -H "Cache-handle: no-cache" -H "content material-category: multipart/kind-data" -F "file2member=@path_to_the_input_file" "http://localhost:8081/sendFile?memberName=new_member_name"
The Mule flow expects the attachment filename to be file2member — it can effortlessly be modified to send any attached file.
The code for this article may also be discovered right here.
IAM is now more than a safety venture. It’s an enabler for an integration agile commercial enterprise. in case you’re at the moment evaluating an identification answer or exploring IAM, be a part of this webinar.
integartion ,mulesoft ,mule ,connector
as an alternative of deciding to buy individual emulators from every business for which you have got a server, IBM Corp. gives a method for IT departments to tie collectively facts in dissimilar servers with a number of platforms, and put up it to the net. edition 6.0 of IBM’s eNetwork Communications Server for windows NT makes it possible for access integration for personnel, suppliers, enterprise companions and consumers.
while the Communications Server is accessible for a lot of structures, best the NT edition contains the Host writer characteristic. according to Mike McCarthy, product manager of IBM’s eNetwork client software, the Communications Server’s Host Publishing characteristic permits a programmer to take assistance and statistics from distinct sources and submit it to the internet. "With Host publisher, you can combination information and you can create composite functions," he says.
Host publisher can be used to go browsing and determine product information and stock, and even query the 3270 search software for a look on the enterprise’s statistics. "You’re taking advice from distinctive sources and developing new purposes to display the (records)," states McCarthy.
Host Publishing comes from a joint-licensing settlement with InfoSpinner (Richardson, Texas, www.infospinner.com), which designed the ForeSite expertise Host Publishing uses. Keith Lowery, president and founder of InfoSpinner, noted Host Publishing become exclusively an oem company mannequin. He also commented that his enterprise will continue to engineer new products to boost this means.
Host On-Demand, an additional function of Communications Server, is a Java-primarily based emulator which runs on home windows NT and makes it possible for for 3270, 5250 and VT emulation, and is utterly customer-primarily based.
points of Host On-Demand include Host Print, which allows for the client to specify which printer the customer uses. also, JavaBeans support enables for the creation of latest functions. A GUI allows for users to add images and macro buttons to personalize the interface to appear to be a new software.
These items can be purchased a la carte, but IBM’s McCarthy stresses the significance of the total Host Integration solution so that servers have flexibility. If a corporation is the use of natural modes of emulation and would want to exchange, functions come at no charge.
Shared clinical techniques (SMS, Malvern, Pa., www.smed.com), an $800 million business enterprise of sanatorium computing techniques, is already using Communications Server. bill LaBriola, product supervisor for SMS network capabilities, says his users want internet entry to their mainframe, and he’s using the Host access classification Libraries function of Communications Server, which permits him to take advice from one software and flow it into an extra, to post the guidance on the internet. "We’re the use of it basically as a terminal emulator," says LaBriola, however "we additionally plan to put in writing new purposes."
To entry SMS’ mainframe, an authorized person forms in a URL and downloads a 1-MB Java application to a Java-enabled browser. The program is downloaded and cached so it doesn’t deserve to be downloaded again.
SMS’ LaBriola stated he’s concerned concerning the safety of the 200,000 clients running networks into SMS’ records center. For authentic and privateness, he’s installed IBM’s Securities Dynamics in entrance of Host On-Demand. IBM’s McCarthy mentioned that the product makes use of secure Sockets Layer expertise and is derived with a firewall. it's additionally compatible with all home windows NT password programs.
as an alternative of downloading the whole version of Host On-Demand, which weighs approximately 600 KB, can down load a 200-KB thin client. once again, once downloaded, the application is cached so there’s no need to down load once more.
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SOURCE: Software Concepts
July 12, 2005 07:45 ET
NORTH BILLERICA, MA -- (MARKET WIRE) -- July 12, 2005 -- Software Concepts, Inc. today released a set of groundbreaking Enterprise Resource Planning (ERP) features that underscore the company's twenty-six year tenure in delivering advanced back-office applications to small businesses, distributors and wholesalers.
Since 1979, Software Concepts has created, published and installed software for the automation of "back-office" functions within small businesses. The high performance, low cost application offers consistent sub-second transactional performance across a range of critical functions, including: order management, inventory control, purchasing, accounts payable, accounts receivable, general ledger, commission management, sales analysis and light manufacturing. Since the application is a truly integrated suite, all data entries occur in real time and update across all functions, giving all system users an up-to-the second accurate view.
As an IBM business partner, Software Concepts delivers a low cost, easy to manage ERP computing system to small businesses. Optimized for IBM's iSeries servers, reported by IDC as having the lowest total cost of ownership and highest reliability, the system also operates Windows, Unix and Linux making it highly adaptable and scalable.
Companies needing integrated functionality previously found only in very expensive applications will appreciate the high-end features of the company's latest release, DS90 version 4.1. A few of the new features include:-- Advanced order management. Integrated emailing and faxing allows users to send multiple forms and acknowledgements to vendors and customers instantaneously. Real time access to all inventory, products ordered, suggested purchasing, and purchase orders "on the fly" are a few of the customer-driven enhancements. -- Simplified electronic communications with vendors and customers. DS90 customers can now import orders from any source, like web sites, PDAs, wireless handhelds, etc. Support for all major EDI transactions including 810, 820, 850 and 856 are immediately available and other transaction sets by request. Both host-based and service bureau EDI configurations are supported. -- Universal client support. Unlike other systems, DS90 supports Window clients, Java clients and standard HTML browsers. -- Code access. While some software vendors retain stringent controls of their source code, Software Concepts provides source code to all customers at no additional cost. Peter LaPrad, IT Director at Boston Warehouse Trading Corp., has used Software Concepts since 1996, scaling the system from 7 to 75 users. He commented, "The efficiency and productivity they enjoy is immeasurable. The system is extremely reliable, running 24x7 for almost 10 years and still ticking." In addition, LaPrad leveraged the order management flexibility for offline ordering, further extending their EDI initiatives. He stated, "The software integration capabilities helped us become more responsive and flexible. They have adopted PDA integration, shipping applications and better warehouse practices."
Pricing and Availability
The new DS90 features are now available to all businesses. Software Concepts offers value-pack licensing for up to five users for very small businesses and small enterprise pricing for emerging businesses having six or more users.
Software Concepts provides uniquely comprehensive computing solutions to small and emerging businesses. With more than 25 years in financial accounting, inventory control, order management and advanced applications, the company installs and supports its own software for growing businesses who desire ERP features at down to earth prices. Software Concepts is an IBM Authorized Business Partner certified in Technical Design and Solution Sales.
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."
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 www.asna.com.
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:
The seven items below are key to project success in many different scenarios:
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:
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 firstname.lastname@example.org.
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 email@example.com.
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