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IBM IBM EMEA Maintenance and

Going Off IBM Hardware renovation A dangerous circulation | Real Questions and Pass4sure dumps

April 15, 2019 Alex Woodie

companies that are running older vigor programs servers have some complicated selections arising. IBM ceased offering hardware assist for vigour 6 servers on March 31, and aid for vigor 7 will go away on September 30. Some corporations may decide to help themselves in its place of upgrading to a more moderen desktop, but that circulate comes with great risks.

while there’s no important clearinghouse for this sort of assistance, it might seem that a very good percentage of IBM i customers – if no longer most of them – have hardware and software aid agreements with IBM. massive Blue provides three years of aid with every new desktop, so it’s truly handiest an argument with machines which are older than three years.

a lot of IBM i shops buy or lease new machines every three years, so these folks would certainly not even be ready to examine IBM’s extended support agreements (except within the case of the four-12 months hire, where one other 12 months of support needs to be delivered).

whereas some IBM i retail outlets observe that old mannequin, there’s a turning out to be number of organizations which are breaking with lifestyle. Bob Losey, the CEO of source records, an IBM business associate based in Southern California, says he’s seeing extra IBM i retail outlets going off hardware renovation.

“i was struck this month by way of the excessive number of legacy server disasters devoid of support that worried my purchasers,” Losey wrote in a piece of writing he published on LinkedIn. “in one case just last week, one in every of my valued clientele had a cascading failure. First, the disk unit failed. within two days after the disk fix, the server would freeze up. Diagnostics revealed firmware error . . . now not hardware error. This server no longer simplest lacked hardware guide for two years, it additionally lacked utility assist which is the source for firmware.”

The client became operating IBM i 7.1, which isn't any longer below mainstream guide from IBM. The company hadn’t applied any PTFs in over two years, Losey wrote, and the firmware dated back to i5/OS V5R4.

“one in every of my senior IBM i container engineers determined a fix with the aid of replacing a communication characteristic. (i do know of handiest a handful of senior engineers with the event to determine an answer like this),” Losey wrote. “sadly, this become a temporary repair. The problem then cascaded to tape failure.”

IBM just ended guide for Power6-based device i servers, like this IBM model 8203-E4A, which launched in 2007.

one in every of Losey’s engineers finally helped the client migrate from the failed 9406-520 server to a more recent vigor methods server working IBM i 7.1, with “acceptable matching firmware,” he notes. The fix became temporary, however it helped the client stay away from a $four,000 restore invoice from IBM.

Losey says he’s seeing extra clients go without hardware help. “As IBM has introduced conclusion of service, i am aware of many users that selected to remain on [their old] server,” he tells IT Jungle.

There are four universal reasons a company would now not maintain a hardware aid contract. First, they suppose they cannot afford to purchase a new server. Secondly, the cost of a used more recent server with the introduced can charge of a utility maintenance agreement (SWMA) and after license charge (ALF) is hard for them to justify, Losey says.

Having an unrealistic timeframe for migrating off the IBM i server is the third rationale some groups think relaxed going off preservation. “Many think they will get to the ‘new home windows system’ within one to 2 years,” Losey says “I chide them and inform them I actually have frequently seen the transition take seven to 15 years, so one to two years is not necessarily practical.”

number four is an overabundance of self assurance within the hardware itself. “Many have on no account had any ‘cascading’ hardware failure or disruption, other than a failed disk unit) to in reality be conscious,” he says.

Losey all the time encourages his clients to keep on with IBM hardware and application upkeep, and when the hardware reaches end of life – just like the Power6 gear did remaining month, and the Power7 gear will at the conclusion of September – he encourages them to improve to a more moderen computer.

“Too commonly, many IBM i users may also suppose it isn't any massive deal to exchange a failed disk unit or cache battery. really, these two particular repairs are relatively straight-forward,” he writes within the LinkedIn piece. “on the other hand, older servers with unsupported hardware, software and firmware are extremely complex. ingredients for these older servers are not official, above all trying to exchange failed energy elements. utility and firmware fixes may well be non-existent.”

IBM will end help for Power7-primarily based IBM i servers, like this model 8233-E8B, on September 30.

Pete Massiello, president of iTech options group, says almost all of his clients reside current with hardware and utility maintenance. “i will be able to count number on likely three fingers the number of shoppers not on IBM hardware maintenance that we've,” he says.

Massiello compares it to jogging on a tightrope without a internet. “because the desktop receives older and older, it’s not a rely of if whatever thing is going wrong. It’s a remember of when,” he says. “in case you have a computing device and a disk dive goes dangerous, which you can put a brand new disk power in. It’s relatively simple. It’s no longer going to cost you that a lot. but when you have got a board or a backplane go bad, you’re going to pay an astronomical amount of cash to get that fixed.”

IBM hardware is legit, however that doesn’t imply it doesn’t damage.

“We form of take that for granted,” he says. “It’s a two-way sword. One the one hand, it’s so extremely good. It’s professional. It doesn’t crash. The hardware is dependable. but then every now and then people lose sight of that. they say ‘neatly nothing has came about in two years. I’ve under no circumstances needed to make a provider request. perhaps I’m going to no longer have protection as it receives older and older.’ It’s likely not the best issue to do.”

Like demise and taxes (which can be due these days, by the way), hardware disasters are inevitable. people might count on the vigor programs hardware will run indefinitely, but you recognize what they are saying about assumptions. “reasonably actually, I consider it bites you on the ass,” Massiello says. “It becomes a pay-me-now or pay-me-later aspect.”

a further option anyway helping your self is the use of a 3rd-birthday party upkeep company. as an example, Curvature supports vigour 5 via vigor 8 servers running IBM i, in addition to AIX and z/OS-primarily based programs. The Charlotte, North Carolina, enterprise claims to have more than 800 field engineers, says consumers can store 50% or more the usage of its preservation carrier for onsite guide and troubleshooting.

“Our field engineers have numerous years of IBM mainframe and vigor event,” the business says on its site. “Our level three CE team has a mixed over one hundred fifty years of experience engaged on IBM mainframes and vigor methods. They supply backline guide to their box engineering teams globally.”

computing device information source (CDS) additionally provides hardware upkeep for IBM energy techniques equipment. “Our degree three engineers are fully IBM-educated, and have 20-plus years’ adventure proposing guide and preservation to enterprise-category shoppers,” the Eatontown, New Jersey-based business says on its web site. “Our OEM-classification aid offers discounts of as much as 50 p.c on the equal IBM contract – and it covers your publish-guarantee energy servers too.”

The one caveat with third-party protection is that third-celebration provides would not have entry to firmware, which is barely obtainable through IBM. For this, and other causes, Massiello recommends users stick to IBM renovation, in the event that they can.

“We keep their purchasers on IBM upkeep because these purchasers are operating the enterprise on their machines, and they really want to be sure that they get the laptop fixed, and get it mounted correct,” he says. “I’m bound they’re respectable third-celebration upkeep agencies obtainable. They just don’t have any adventure with them.”

related reports

IBM Jacks Up Hardware maintenance expenses

IBM Inks In conclusion Of support For Power6 And Power7 Iron

massive Blue Backs Off On IBM i renovation cost Hike

IBM Hikes maintenance charges On power-based equipment

Sandvik and IBM bring in the Fourth Industrial Revolution to the Mining business with IBM Watson | Real Questions and Pass4sure dumps

Barminco, Hindustan Zinc, Petra Diamonds and Vedanta Zinc foreign faucet into the Sandvik and IBM relationship to improve operations and security in underground hard-rock mining

Award-profitable OptiMine® Analytics with IBM Watson IoT for predictive protection and optimization, analyzes, learns and communicates with device operating lots of toes underground

TAMPERE, Finland and ARMONK, N.Y., April 1, 2019 /PRNewswire/ -- Joint purchasers of IBM (NYSE: IBM) and Sandvik Mining and Rock technology, some of the world's greatest top class mining equipment manufacturers, are tapping the powers of IoT, superior analytics and artificial intelligence to know security, maintenance, productivity and operational effectivity.

The mining and rock excavation industry is beneath becoming power to increase the international provide of minerals to fulfill the needs and expectations of a hastily rising world population. This regularly requires extracting from increasing better depths, which could make it complex to speak and act as quintessential when machine fails or needs to be serviced.

OptiMine® Analytics transforms data into procedure advancements by the use of predictive insights and actionable dashboards embedded into operation administration programs. the usage of the analytics capabilities from IBM Watson IoT, this counsel management solution enables mining agencies to combine gadget and application information from disparate sources in actual-time, analyzing patterns in the information to assist enhance availability, utilization and performance.

through a series of IBM Design considering workshops, IBM and Sandvik work with valued clientele to advance a framework to form choices round facts pushed productivity and predictive upkeep. the usage of the Watson IoT know-how, Sandvik and IBM have jointly created a platform able to conform to the stringent reliability and protection requirements of mining operations. Predictive protection know-how leveraging IoT sensor facts has additionally been delivered as a part of this platform.

"Proactively identifying upkeep needs earlier than something breaks is leading to large can charge and time discounts," said Patrick Murphy, president, Rock Drills & technologies, Sandvik. "Our award-successful OptiMine® Analytics with IBM Watson IoT options offer their purchasers a more comprehensive view of their operations for smarter, safer and greater productive work."

Sandvik and IBM valued clientele comparable to Petra Diamonds and Barminco are the usage of IoT to support in the reduction of miner exposure to adversarial work environments and enhance safety.

"Our accurate priority is the security of their personnel and if a computer fails underground, they want instant insight into what is going on in that tunnel," said Luctor Roode, executive operations at Petra Diamonds. "With the solution from Sandvik and IBM, they now have actual-time records that permits us to automatically determine the root explanation for the issue and act for that reason." 

"Leveraging statistics is turn into more and more effective throughout the mining sector. through analytics, computer discovering and AI, we're seeing new percentages for extended operational efficiency," referred to Paul Muller, chief govt officer, Barminco. "Our partnership with Sandvik's OptiMine® Analytics enables us to speedy-song their efforts, leveraging Sandvik's complete-of-fleet records and innate machine potential."

OptiMine® Analytics will even be used through Vedanta Zinc overseas's Black Mountain Mining (BMM) operations in South Africa's Northern Cape Province, to accelerate statistics-driven operations for security, efficiency and productiveness for vans, loaders and drills. moreover, Hindustan Zinc, one of the vital world's greatest integrated producers of zinc, lead and silver has tapped Sandvik to enforce a major digital transformation at its Sindesar Khurd Mine, India, to be certain all required infrastructure and structures can obtain world-class mining defense, efficiency and productiveness.

"Sensors and tracking techniques for asset administration is barely the starting when it involves how artificial intelligence will disrupt the mining industry," said Jay Bellissimo, frequent supervisor, Cognitive system Transformation, IBM international company services. "developing a solution that turns the information into actionable insights is a delicate count. It requires an interdisciplinary effort spanning throughout mining technology, utility engineering and facts science. IBM and Sandvik are now on route to help transform the mining cost chain with the fusion of cognitive capabilities into miners enterprise and working processes."

Story continues

Sandvik has been supplying options in the mining automation enterprise for many years, with autonomous operations in more than 60 mines on six continents. This footprint is a big asset to the manner optimization solutions in higher and better demand. For its half, IBM has been working with main mining clients to infuse cognitive capabilities in their business and operating strategies, creating the Cognitive value Chain for Mining. This multidisciplinary method leverages and expands on the concepts of the fourth industrial revolution via helping miners obtain new effectivity discount rates, while not having to make huge-scale capital investments.  

Sandvik neighborhood Sandvik is a high-tech and international engineering group providing items and services that boost consumer productivity, profitability and protection. They dangle world-leading positions in chosen areas – tools and tooling methods for steel reducing; device and equipment, service and technical solutions for the mining business and rock excavation within the development trade; items in advanced stainless steels and particular alloys as well as products for industrial heating. In 2018, the neighborhood had approximately forty two,000 personnel and revenues of about a hundred billion SEK in additional than a hundred and sixty nations within continuing operations.

Sandvik Mining and Rock technology Sandvik Mining and Rock know-how is a enterprise area within the Sandvik group and a world leading organization of equipment and equipment, provider and technical solutions for the mining and development industries. software areas encompass rock drilling, rock reducing, crushing and screening, loading and hauling, tunneling, quarrying and breaking and demolition. In 2018, earnings had been about forty three billion SEK with about 15,000 personnel in carrying on with operations.

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IBM (IBM) Forecasted to Earn Q2 2019 revenue of $three.07 Per Share | Real Questions and Pass4sure dumps

IBM (NYSE:IBM) – KeyCorp reduced their Q2 2019 revenue per share estimates for shares of IBM in a be aware issued to investors on Tuesday, April 16th. KeyCorp analyst A. Ramnani now anticipates that the technology company will earn $3.07 per share for the quarter, down from their prior estimate of $three.30. KeyCorp also issued estimates for IBM’s q4 2019 revenue at $4.96 EPS.

a few different research companies have additionally weighed in on IBM. ValuEngine diminished IBM from a “dangle” ranking to a “promote” ranking in a analysis note on Thursday. u.s.neighborhood set a $a hundred and sixty.00 cost target on IBM and gave the inventory a “buy” rating in a research file on Wednesday. Wedbush reissued a “grasp” rating and set a $131.00 expense target on shares of IBM in a analysis record on Wednesday, January twenty third. BMO Capital Markets multiplied their fee target on IBM to $147.00 and gave the stock a “market operate” ranking in a research report on Wednesday, January 23rd. They noted that the circulation turned into a valuation call. finally, Cantor Fitzgerald reissued a “hang” rating and set a $one hundred forty.00 expense target on shares of IBM in a analysis document on Wednesday, January 16th. four research analysts have rated the inventory with a sell score, ten have given a hang ranking and seven have given a purchase score to the stock. The inventory presently has a consensus score of “hold” and a regular price goal of $a hundred and fifty five.seventy two.

IBM inventory opened at $140.33 on Friday. The company has a debt-to-fairness ratio of 2.10, a brief ratio of 1.24 and a current ratio of 1.29. IBM has a twelve month low of $one zero five.ninety four and a twelve month excessive of $154.36. The company has a market capitalization of $124.87 billion, a cost-to-earnings ratio of 10.sixteen, a price-to-revenue-boom ratio of two.55 and a beta of 1.25.

IBM (NYSE:IBM) closing launched its profits results on Tuesday, April 16th. The expertise company pronounced $2.25 revenue per share for the quarter, topping analysts’ consensus estimates of $2.22 with the aid of $0.03. IBM had a return on fairness of 68.sixty one% and a web margin of 10.97%. The enterprise had profits of $18.18 billion for the quarter, in comparison to analyst estimates of $18.fifty three billion. during the identical quarter final year, the enterprise posted $2.forty five revenue per share. The business’s income become down four.7% compared to the identical quarter ultimate yr.

Hedge funds have currently modified their holdings of the stock. MUFG Securities EMEA plc boosted its position in IBM by means of forty four.8% all through the fourth quarter. MUFG Securities EMEA plc now owns 216,780 shares of the know-how company’s stock valued at $24,641,000 after deciding to buy an extra sixty seven,055 shares in the ultimate quarter. Sycomore Asset administration purchased a brand new stake in IBM right through the fourth quarter valued at about $81,000. Cozad Asset management Inc. boosted its position in IBM through 39.2% during the fourth quarter. Cozad Asset management Inc. now owns three,171 shares of the know-how business’s inventory valued at $360,000 after purchasing an additional 893 shares within the final quarter. Albion fiscal group UT boosted its position in IBM with the aid of 1.5% all through the third quarter. Albion financial neighborhood UT now owns 18,471 shares of the know-how business’s stock valued at $2,793,000 after paying for an further 281 shares in the remaining quarter. eventually, Nalls Sherbakoff neighborhood LLC purchased a brand new stake in IBM right through the fourth quarter valued at about $34,000. 55.fifty eight% of the inventory is at present owned through institutional investors.

In related information, insider Erich Clementi bought 13,000 shares of the enterprise’s inventory in a transaction dated Friday, March 1st. The stock was bought at a typical expense of $139.01, for a total transaction of $1,807,130.00. The sale was disclosed in a submitting with the SEC, which is attainable at this hyperlink. also, insider Diane J. Gherson sold 1,989 shares of the company’s inventory in a transaction dated Wednesday, February 13th. The shares have been offered at a standard rate of $137.25, for a total price of $272,990.25. The disclosure for this sale can also be discovered right here. in the ultimate ninety days, insiders have sold 20,867 shares of company stock price $2,877,569. 0.19% of the inventory is owned by using corporate insiders.

IBM business Profile

international company Machines supplier operates as an integrated know-how and functions enterprise international. Its Cognitive solutions section presents a portfolio of commercial enterprise artificial intelligence systems, reminiscent of analytics and information administration structures, cloud information services, talent management, and trade options essentially under the Watson Platform, Watson health, and Watson cyber web of issues names.

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Earnings History and Estimates for IBM (NYSE:IBM)

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Cadence Design Systems Management Discusses Q4 2012 Results - Earnings Call Transcript | real questions and Pass4sure dumps

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THE NEW WORKER ELITE Technicians are taking on a bigger role and commanding new respect as the core employees of the Information Age. | real questions and Pass4sure dumps

(FORTUNE Magazine) – Chances are pretty good that Beth Malloy will play a major role in making a scientific discovery that may one day save your life. A laboratory technician on the cardiovascular research team at Genentech, the biotechnology company in South San Francisco, Malloy, 35, isolates and analyzes rare proteins found in plasma, the substances that when cloned form the building blocks of biotech drugs. A decade ago the mastery of such esoteric procedures was the province of Nobel laureates. Now, Malloy, a chemist with a master's degree from San Francisco State University, and many of Genentech's 369 other science technologists perform these miracles routinely. She and her colleagues are but a small part of the large and rapidly growing population of technicians -- a new worker elite who are transforming the American labor force and potentially every organization that employs them. As the farm hand was to the agrarian economy of a century ago and the machine operator was to the electromechanical industrial era of recent decades, the technician is becoming the core employee of the digital Information Age. The trend reflects what Stephen R. Barley, an ethnographer at Stanford University's school of engineering, describes as the "technization" of American labor. The sheer growth in the number of technicians and the diversity of occupations they hold bespeak a profound change in their importance to companies that hope to survive and thrive in an era of epochal change. Since 1950 the number of technical workers has increased nearly 300% -- triple the growth rate for the work force as a whole -- to some 20 million. With one out of every four new jobs going to a technical worker, the Bureau of Labor Statistics (BLS) forecasts that this army of techno-competents -- already the largest broad occupational category in the U.S. -- will represent a fifth of total employment within a decade (see chart). The convergence of two large forces are giving technicians new importance. First, increasingly powerful, versatile, and user-friendly new technologies -- from the software that electronics technicians use to test printed circuitboards to the automated protein analyzers Beth Malloy programs to run experiments -- are eliminating the need for workers to perform many time- consuming routine tasks, the donkey work of the advanced industrial age. Thus they are freed to tackle more challenging activities that require judgment and skills. Second, as more companies rely on technology to help eliminate quality defects, speed up product development, and improve customer service, technicians become the front-line workers they depend on. So thoroughly has technology suffused the workplace that technical workers are beginning to emerge from the virtually invisible middling stratum they've traditionally occupied. No longer are they mere subordinates to managers and just a notch above the less-skilled blue- and pink-collar masses. As corporate hierarchies collapse and the boundaries between organizations dissolve, employers are beginning to gain a new appreciation for the work technicians do -- and their insights into how it should be done. In the new economy, says Michael Arthur, a management professor at Suffolk University in Boston, it is competence rather than a place in a hierarchical pecking order that defines an employee's value: "Technical occupations are becoming the new anchor for people's careers." Who better for the smart employer to enlist in the effort to gain a competitive edge than those who actually man the equipment that will carry us into the future? Technical workers help design, manufacture, and service the wondrous medical devices that allow hospital technologists to peer into the body's tissue. Engineering technicians test the integrity of materials used in the construction of bridges, buildings, and dams. They are the developers and caretakers of the computer and telecommunications networks that keep your business running, and they produce the dazzling computer-graphic presentations that help your sales force land new customers. Technicians bring varying levels of formal education and credentials to their work. Many enter technical fields with no more than a high school diploma and a splash of training acquired on the job. Since the smaller armed forces of today no longer turn out technicians in the numbers they did during the Cold War years, more aspiring technical workers are coming to these careers from a trade school or a community college. And an ever-increasing number of them have a four-year university education or advanced degrees. According to projections made by BLS economist Kristina J. Shelley, the number of college graduates who take jobs in technical fields will grow by 75%, to 2.2 million, over the coming decade. To profit fully from the expanded opportunities open to them in the new economy requires that technical workers -- and the companies that employ them -- adopt a new mindset. Because many technicians enter the labor force as hourly employees, they too often view the work they do as a job instead of as the foundation of a career. The distinction is growing more critical. Jobholders, Suffolk University's Arthur explains, perform a limited range of tasks within the context of a specific organization. Careerists, by contrast, define themselves by the cluster of skills they bring to their work -- competencies that are transferable from employer to employer and which they can expand over the course of their working lives. They're ever on the prowl for the next exciting project to work on. And companies that would harness their talents must learn new lessons of how to manage, motivate, and reward them accordingly.

-- Give your technical workers room to grow -- or someone else will. Richard Mixon, 41, is one of the new breed who is actively managing his career. A senior electronics engineering technician in the seismic testing division of the Western Atlas oil exploration company in Houston, Mixon early on made it his mission to seek out jobs that would allow him to grow. "I wanted to have a broad enough spectrum of skills to be able to fit into any technical environment," he says. The son of a construction worker, Richard studied electronics for two years at the University of Houston with the aim of working in the computer industry. Lacking the funds to continue his studies, however, he took a job with IBM ! repairing office equipment. The five years he spent as a service representative taught him valuable lessons in how to deal with customers, but it wasn't getting him any closer to his goal of working with engineers who design computer circuitboards. He left IBM, in 1978, to join Texas Instruments, which hired him to repair integrated-circuit test systems. Inside a year, Mixon realized that without a four-year engineering degree his chances for advancement with TI were limited. But he could see that printed-circuit technology was beginning to spread to many other industries besides computers -- and with it, his opportunities to take on more challenging projects. So when he learned about an opening for an electronics lab technician at Halliburton, an oil-field services company that was booming in the energy-short years of the early 1980s, he jumped. The move exposed Mixon to the kind of work he had been longing to do. Over the next nine years at Halliburton and, later at Schlumberger, which offered him both more money and more interesting assignments, Mixon assisted electronics design engineers in developing circuitboards that would go into the latest geologic data-acquisition equipment. Despite the challenge, after a while Mixon could see no further career advancement awaiting him at Schlumberger, so he began to look for opportunities outside the company. A recruiter sounded him out about moving to a bigger job with Western Atlas, and he grabbed the offer. In his current position, Mixon is helping to develop an electronic sensing system that will be used to locate oil. In addition to working on the design of new circuitry, he is the point man delegated to work with manufacturing to bring the new gear quickly into production. And he's always on the lookout for new tasks to take on. Says Mixon: "It's better to ask for forgiveness than for permission." Mixon's ultimate goal is to build on the broad technical base by starting his own business.

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-- Technical workers are moving from the back office to the customer interface. With the new corporate focus on customer satisfaction, companies like TIE Communications, a telecommunications equipment supplier with annual revenues of $110 million, are relying more heavily on their technicians. TIE hopes to win market share from its scores of smaller rivals and crack new markets that the big regional phone companies are leaving behind. But executives at TIE's headquarters in Overland Park, Kansas, realized that growth would not come simply by pushing more hardware. They also needed to distinguish their company with superior customer service. Falling prices for telecom gear were bringing products like videoteleconferencing equipment and advanced multiplexers for data transmission within reach of the small and midsize businesses that TIE targets. Problem was, the new, integrated black-box telephony is intimidatingly complex, some of it far beyond the servicing capabilities of many of TIE's 400 technicians. Says executive vice president Eric Carter: "Unless they did a better job of training them, their technicians would drive clients away." TIE set out to mold all of its technical service reps into, as Carter puts it, "ambassadors to the customers." The company contracted with the Corporate Educational Services division of DeVry Institute of Technology, a leading for- profit technical training academy that operates 13 schools throughout North America, to help design a curriculum. In addition to providing its technicians with a firm grounding in how the complex new circuitry and software work, TIE wanted the new courses to improve their communications skills so that they could help sell customers on new products and services. The training, which began last fall, brings groups of some 20 service reps from TIE's 58 district offices to Overland Park during the first two weeks of each month. TIE plans to cycle all of its technical workers through each of three progressively more advanced levels of training over the coming six years. An added benefit of this instruction: By mingling with colleagues from different offices, the customer service techs swap war stories on problems they've encountered in the field and take hands-on solutions back to work. Technicians who have been through the training's first phase are enthusiastic: Steve Barbier, 32, an eight-year TIE veteran in the St. Louis office, says the program "turned on major light bulbs." Barbier is a high school graduate who had worked his way up from the lowly $4.25-per-hour job of pulling cables to a skilled $16-an-hour position supervising new installations and more sophisticated equipment repair. But his limited understanding of the systems' inner workings made him reluctant to recommend to customers that they upgrade their networks with gear he was unsure he could service. That lack of confidence is no longer an issue. Says Barbier: "Where I would once take five steps back to avoid a problem, I now take two steps forward with a new solution that helps the customer, TIE, and me."

-- Today's technicians are tomorrow's executives. Some organizations are starting to make the mastery of a technical speciality the prerequisite for career growth. At Union Pacific, for example, all new employees who aspire to a management position must first become a "data integrity analyst." Why the hurdle? Union Pacific carries 13,000 shipments a day on 700 trains running on 19,000 miles of track. Coordinating that massive traffic flow poses a huge data management challenge, one that required a new approach to the rail business. Says national customer services vice president Jim Damman: "We saw that the company's future growth would depend more on the ability of their managers to be masters of technical data rather than overseers of the hourly workers." Since 1986, Union Pacific has been replacing the paper mountain of shipping orders, bills of lading, and invoices it once swapped with its customers and their shipping agents with a computerized electronic data interchange (EDI) system it has developed. Now, some two-thirds of all the railroad's client communications -- up from just 3% eight years ago -- are managed via EDI from a single customer-service center in St. Louis rather than through the 40 offices that formerly handled the unwieldy paper flow. Empowered by EDI, the data integrity analysts keep tabs on all of the customers' contacts with the railroad. They create detailed electronic profiles for each shipper that permit the customer service representatives to facilitate order taking or resolve questions. They also provide the information that dispatchers in Omaha use to track shipments and that clerks in accounting rely on for accurate billing information. Just as valuable as the huge improvement in efficiency that EDI has wrought (employee productivity at the St. Louis center is up 300% since 1986) are the fabulously rich strategic uses Union Pacific can make of the amassed data. The railroad's goal is to mine that treasure-trove to be able to offer customers higher value-added services tailored to their needs. Thus, veterans of the data integrity job, like Robyn Bohnert, are promoted to the more advanced technical roles of finding ways to organize the data for new business uses. Hired as a customer service representative in 1990, Bohnert, now 26, spent two years as a data integrity analyst. Last February she advanced to a position as project manager for new systems development, which pays her some $35,000 a year. Her job draws heavily not only on her technological skills but also on her knowledge of marketing. She uses the EDI customer profiles to build new databases that might, say, help a team that works with grain commodity shippers uncover evolving patterns in their usage of the railroad's services and sell them on new ones. She has also put her technical talent to use in helping Union Pacific improve its own performance, extracting from the databases she's created the sources of customer problems and how much it cost the railroad to address them. Says Bohnert: "We're just beginning to scratch the surface of the improvements that a technical analysis of the data will reveal."

-- Technical workers turn black-box technology into productivity gains. Long the jealously guarded privilege of management, access to information virtually defined power and status in the traditional corporate bureaucracy. But with the advent of networked computing, it is fast becoming the common wealth of every employee. Stephen Kellogg, the computer system administrator for an Atlanta engineering and architecture firm called Armour Cape & Pond (AC&P), plays midwife to that revolutionary change. Hired into the newly created position last October, Kellogg, 26, is responsible for the hardware and software that together make up AC&P's electronic umbilical cord to the 60 architects, drafters, and sales and administrative support staff in Atlanta and Washington. The job demands full use of the programming, systems-analysis, and electronics-maintenance skills he acquired in the Coast Guard and later developed at a technical institute. Keeping the system running and handholding the firm's neophyte computer users would be job enough to earn Kellogg his $30,000 annual compensation. But he must also keep data moving smoothly among the AC&P's computer workstations, allowing drafters to translate architect's concepts into full-scale renderings and keeping track of their frequent design changes. The network must also accommodate the sales force and allow the folks in accounting to track invoices, payments, and payrolls. Says Kellogg: "The payoff from the new technology comes when the whole organization applies its power to work in dramatically new ways." Kellogg is the one who makes sure that AC&P capitalizes fully on technological advances. To that end, he has formed a power-users' group, a | committee made up of staffers who are masters of the intricacies of the system. He calls on them to lead monthly training sessions open to all employees to quicken the spread of the best practices throughout the firm. Kellogg is also busily scouting out the newest hardware and applications software that will keep his firm on the cutting edge of technology. So important do AC&P partners see that task that they now include Kellogg in all their weekly meetings. "I see no limit to the potential growth of my role," he says.

-- The payoff from technical training is big. Automation of manufacturing has been a job killer for tens of thousands of semi-skilled industrial workers. But for factory technicians who know how to operate the new, computer- controlled production equipment, career opportunities have seldom been better. That's because, as Tom Blunt, a manufacturing consultant from Louisville, puts it: "Employers who automate but take people out of the process are lobotomizing their factories. A human is the cheapest, lightest, totally flexible and reprogrammable machine money can buy." Rockwell International's Allen-Bradley unit, a maker of industrial automation equipment since 1903, is getting more than its money's worth from the 140 technicians who operate its new Electronic Manufacturing Strategy (EMS) production lines. Through the late 1980s, most of the machine tools the company built lacked the smart internal controls that customers wanted. Unless it could leapfrog the competition by building in-house the specialized circuitboards its products lacked, the company would continue to lose market share to nimbler foreign companies. The challenge Allen-Bradley set for itself in developing EMS was formidable. The company offers 50 different product lines, and each would require several different boards of varying size and configuration. No company had ever produced so large a mix of such elaborate componentry in the low volumes needed to customize each finished product to customer specifications. EMS, which went on-line in 1990, met the exacting criteria. But what new kind of worker would it take to go mano a machino with the fearsomely efficient equipment? Answer: one with technical skills unlike any Allen-Bradley had required of its factory hands in the past. Most of the company's hourly production workers assembled simple electrical switches and relays, a repetitive job that required an iron butt to sit at a workbench for eight hours a day but little thinking. Working in EMS would be another story entirely. It demands that the specialist understand how the process operates in its entirety and be able to intervene whenever trouble arises. "Technicians are the doctors of the system," says Larry Yost, the senior vice president for the operations group that developed EMS. "They have to be able to respond to the countless ways the equipment can misalign components or encounter programming glitches." Rather than recruit these specialists from outside, Allen-Bradley decided to retrain volunteers from within its production ranks in the new technical skills. For Larry Hanson, 51, who joined the company out of high school in 1961 as an assembler, the new opportunity was a godsend. For years Hanson hungered to escape the tedium of his factory job, but with a growing family to support he couldn't afford to give up the job he had and move to another company. Hanson had applied for other technical manufacturing openings within Allen- Bradley but was passed up because he lacked the requisite skills. To remedy this deficiency and improve his chances of being accepted into EMS, he enrolled in computer programming courses at a local college. "There was nothing I liked about my job apart from my paycheck. I wasn't going to let anything stand in my way of joining this project," he says. Together with the other volunteers chosen for EMS, Hanson learned on the job how to sequence the flow of circuitboards through the system, spot potential defects in the spacing of components packed as close as 0.02-inch apart, and eliminate the bottlenecks that could slow production. They also spent two days a week after- hours for two years studying college-level algebra and trigonometry, computer programming, and principles of solid-state electronics manufacturing -- a curriculum developed and taught by the nearby Milwaukee School of Engineering and paid for by Allen-Bradley. The training is now continuing in a second two-year program with courses in cost accounting, business strategy, and team-building skills. Says technician Hanson of his new role: "My job is fascinating. There's not a day that doesn't fly by."

-- Technical workers demand recognition. As with most people who take pride in their work, technical specialists value recognition nearly as much as good pay. And today they have more options to get both. Office equipment repair technicians, nurses who provide home health care services, and computer-aided graphic artists and drafters, among many others, are discovering new outlets of career satisfaction by taking jobs in smaller companies whose principal business is to provide technical services. Rather than toil unappreciated for employers who fail to acknowledge the contribution they make, they are enjoying both the opportunity to stretch their abilities and the rewards that come with it in specialized firms. Dixie Williams, a paralegal by training, has accelerated her career from a stall to the fast track by making such a move to a litigation support services firm in Houston called Looney & Co. A 29-year-old Dallas native with the energy of a Texas twister, Williams is a college graduate who earned her paralegal certification by attending school five hours a night, five nights a week, for seven months while holding a full-time day job. Like most paralegals, she hired on with a law firm, in her case an $18,500 a year position -- the going rate in 1987 -- with a prominent Dallas practice. Not long into the job, however, Williams discovered the frustrations that come with being a junior professional in an outfit run by temperamental, big- ego attorneys. She expected to do research, interviewing witnesses, drafting pleadings, or assisting at trial as she was trained to do. Instead, her supervisor, whom Williams calls the "dungeon master," assigned her to a senior partner who gave her stultifying tasks like summarizing depositions and indexing documents. More grating for her was watching the choicer assignments -- ones she felt qualified for -- go to the firm's far-better-paid junior associates, the freshly minted law school graduates whom she derisively refers to as "baby attorneys." Williams's workload and morale improved dramatically after she successfully lobbied to be transferred to a job assisting another partner, who trusted her to take on a bigger role. She was given day-to-day oversight for some of the larger cases the partner supervised but which required only occasional direct involvement by an attorney. She also took it upon herself to learn how to research cases using the new computers the firm began to acquire in the late 1980s. Her new expertise helped win a major lawsuit in 1991, and made her one of the firm's most sought-after paralegals. But by then she recognized her career ceiling at the firm would be too low to contain her tall ambitions. Though she had doubled her initial salary, she saw that pay for the most senior $ paralegals topped out at some $60,000 a year by the time they retired -- about what the "baby attorneys" made to start. Williams's big break came when, in the course of assisting at a deposition, she met Richard Looney, then a court reporter. Looney, too, had seen the potential for applying to legal practice the power of computers and the optical scanner technology that converts text on paper documents into digital form the computers can "read." Few law firms would be able to make sufficient use of the computer technology to warrant the expense of purchasing it. By acquiring the latest equipment and hiring paralegals to use it to do the research that supports the litigation of major cases, he figured that he would be able to sell his company's services directly to insurance companies and other major corporations eager to cut their legal bills. Impressed with Dixie's computer know-how and paralegal skills, Looney hired her. Once aboard with Looney & Co. in 1992, nothing was going to hold Dixie back. She started in the Houston office, training other paralegals in the use of the equipment and in the legal procedures to which it would be applied. Within a year, Looney made her the office manager and put her in charge of hiring all the paralegals -- who now total 30 -- to staff three other offices he had opened throughout Texas. Williams's career switch has not just freed her from the frustrations of dealing with curmudgeonly "dungeon masters." With Looney & Co. revenues growing by some 20% a year to $7.7 million in 1993, she expects that her earnings will soon leave those of the "baby attorneys" in the dust. The new power of the technical work force is not only liberating employees from the monotony of the industrial age, but it is also providing companies with the know-how to alter their destiny -- to make competitive leaps, to break into new markets, and to offer their employees wider horizons and far more opportunity than any generation of workers has encountered before.

CHART: NOT AVAILABLE CREDIT: FORTUNE TABLE/SOURCE: BUREAU OF LABOR STATISTICS CAPTION: HOW THEY'RE GROWING Job growth for technicians will far outpace that for other workers over the coming decade, with paralegals and medical technicians setting the pace.

Low tech: Old equipment, lack of training hurts computer education in Utah | real questions and Pass4sure dumps

Three Guadalupe Schools kindergartners wiggle in seats before a new, donated IBM computer, squealing at dancing birds, bells and whistles activated with the touch of the screen.

Welcome to basic math in the computer age. It's a far cry from the slide rule and certainly more fun than drills, thanks to state-of-the-art technology making its way into some Utah schools.But there's just not much multimedia technology in classrooms, not many teachers trained to marry it with lessons or, as has been Guadalupe's case, no one to assemble donated hardware.

"If you don't have anyone around to check all this stuff out, it's worthless," said Mary House, a Guadalupe kindergarten teacher, her foot nudging a box filled with donated gadgets. "And I hate to say that."

Utah schools face a challenge. Their computers are ancient or aging, but the state doesn't earmark much money for new computers. Instead, most funds are spent on maintenance, state technology specialist Vicky Dahn says. And considering Utah spends the least per student in the nation, despite its high tax burden, creativity will be key to securing funds.

"We've got to somehow figure out a way (to fund education technology) because the Legislature is not going to come up with a huge pool of money, and the governor is saying they can't keep looking to the Legislature," Dahn said. "It's not a dark cloud hovering over us here. It just could be better if they could get more technology in the classroom."

Technology in academics

The 50 states last year gave $1.7 billion to education technology, and recent studies show the investment is sound.

Nearly 80 percent of American educators polled said education technology boosts achievement and equalizes opportunities for at-risk students, according to a survey released Tuesday by the American Association of School Administrators and the Lightspan Partnership.

Forty-two percent of those surveyed cited improved mastery of content by using technology, 60 percent said student motivation increased, and 86 percent said technology boosts parental involvement, perhaps via e-mail, voice messaging and kid-designed Web sites posted by many schools, including those in Utah.

More than 800 U.S. educators were interviewed for the Global Strategy Group survey, which has a plus or minus 4.38 percent error margin.

Technology is center stage in Marilyn Runolfson's classroom for children with learning or physical disabilities.

"It provides interesting ways for students to learn independently . . . gives them a practical application and helps kids with disabilities in motor-skills coordination," said Runolfson, who teaches first, third and sixth grades at Lomond View Elementary in the Weber School District. "If you have cerebral palsy, it's hard to pick up a pencil and express yourself."

The Utah Schools for the Deaf and the Blind use learning devices, ranging from talking software to Braille printers.

Technology is "a very integral part of the educational process," said Sophia Wilding, a Utah Schools for the Deaf kindergarten teacher and former technology specialist. "Impaired students couldn't get by without it. If their students don't learn about this stuff, they really are left in the dark ages."

The same goes for all students, education officials say.

A study released last month with Education Week's "Technology Counts" report shows scores on the National Assessment for Educational Progress, a test taken by Utah students, rose when students performed application-oriented tasks, rather than drills, on computers.

But to benefit from technology, students need teachers who know how to use it.

Quality Education Data, a research firm, states that more than half the nation's teachers don't know how to use technology. A 1997 National Center for Education Statistics study shows just one-fifth of teachers used advanced telecommunications in their lessons, prompting the Office of Educational Research and Improvement to offer grants to enhance teacher training.

Training teachers

Bryan Call, a 1998 graduate of Jordan High School, is a technological wizard. He won this year's prestigious Sterling Scholar Award in technology. He knows what computers can do and has seen first-hand the need for trained teachers.

"Jordan High has a lot of good technology . . . but I didn't feel it was being used to its fullest potential," Call said. "This is true with, I think, every high school."

Technology wasn't widely used when pre-Generation Xers went to school. So, technology can be a foreign frontier to some teachers. Using technology is like learning to play the piano - you have to be able to do more than just pick out a tune before teaching others to play.

"I think it takes awhile for teachers to get really involved in technology and use it in the curriculum," said Cindy Wilkins, who teaches grades three through six and technology to all grades at Hanksville Elementary School in the Wayne School District. "It's a big change from textbooks, a new learning style."

Most school districts aggressively offer technology training to teachers. But it's optional. Teachers may be more inclined to choose computer training, however, if lawmakers approve a proposed 1999 bill that requires professional development for teachers, state Associate Superintendent Steve Laing said.

Meanwhile, districts are seeing more teachers interested in using computers in lessons.

"I have some teachers where (technology) literally has rejuvenated them," said Lesley McLaughlin, supervisor of library media/technology in the Salt Lake City School District. "Rather than retiring, it's given them something else to look at."

Consider the Davis School District. Its Technology Advancement Plan (TAP) brings teachers and staff in droves to computer training labs, says J. Dale Christensen, district administrator of support services who is helping to implement TAP.

All Davis schools have applied for $15,000 basic plan grants, available state funds and a piece of nearly $2 million in competitive grants.

"I've never seen a group of employees so excited about one project as long as I've been in the business," said Christensen, a 30-year educator. "This is probably the highlight of my career, to see a move to progressively add to educational offerings and a tool teachers really can use to assist them."

Since fall, 26 school technology specialists have provided technical support, staff training and small repairs for school computers. There is about one specialist per high school, one for every two junior highs and one to every three or four elementary schools.

The district also is poised to hire three "customer service representatives" who will answer technical questions about anything from software to telecommunications from a district central-help desk.

That's key in delivering technology to the students, recent high school graduate Call says. But schools have to compete with the professional world's salaries to keep technicians around. Often, techs leave for better-paying jobs as soon as they're trained, McLaughlin added.

Other districts incorporate technology training for teachers. Granite School District introduces teachers to basic computer use, then follows up with a four-day "Teaming With Technology" session on multimedia computers, printers, scanners, video equipment, digital cameras, video players and various software programs.

The program's ultimate reward: Each team of four teachers takes a computer system back to school. The fresh enthusiasm of program graduates spreads through the school to administrators and students, said district instructional technology specialist Rick Gais-ford.

"For the most part, it really has made a difference, not only in the way teachers teach but in bringing a core vision to the school. And that's what they hoped would happen," said Gaisford, adding applications for the program poured in this year. More than 45 teams applied last year.

To the south, in Jordan School District, teachers can attend "demonstration classrooms" designed to integrate technology in the curriculum. The district also conducts technology training sessions almost weekly.

Technological needs

Yet training is for naught without technology.

"We need to get more classroom technology, multimedia capable, Internet-capable classroom technology . . . in the classroom where the teaching and learning happens," Dahn said.

Yet, she acknowledges, that's a tall order.

The Utah Legislature last year allotted $24 million for education technology initiatives, about $5.5 million of which went toward new hardware, $8.5 million for maintenance and $10 million for Internet implementation and the Utah Education Network, which uses satellite and Internet links to deliver curricula to rural students.

Nearly all Utah schools have Internet access. Schools average one computer per every seven students, Dahn said. But with multi-media computers, Utah is last in the nation, possessing a 24-1 student-computer ratio, the Education Week report states.

That's because the technological base in Utah schools dates back to 1990, eons ago in the ever-changing technological world. That's when the Utah Legislature slapped down its first $15 million for education technology, Dahn said. Some schools are working to phase out their 1980 computers, which cannot support the Internet or cutting-edge software but are excellent for teaching basic computer and keyboarding skills.

"It's so outdated," student teacher Jeanie Papiernik said of the school computer center at Bunderson Elementary School in the Box Elder School District. "I've never seen anyone use it."

The culprit, Papiernik says, is outdated technology and the way new computers are handed out. Often the hot new stuff goes to high schools rather than elementary schools, where, she says, the skills need to be learned. "We're getting all the hand-me-down equipment."

Districts do try to put the new technology in the classrooms, although some are more successful than others. The 25,000-student Salt Lake City School District has about 4,500 computers, some 60 percent of which are multimedia capable, McLaughlin said. The district also posts curriculum-applicable Web sites on its home page as a resource for teachers.

In Jordan District - the state's largest school district - about 7 percent of its some 15,000 school computers have Pentium processors, said information systems director Cindy Nagasawa-Cruz.

About 2,650 of Granite School District's 13,550 school computers, or 19.5 percent, have Pentium processors, said Jim Henderson, director of instructional technology at the Granite School District.

Computers without multimedia capabilities can link to the Internet, though access is not as quick. EDNET is there to bring additional curricula. And Utah Collections, a CD-ROM multimedia encyclopedia, also is available online at ( through the Utah Education Network, increasing its availability to more schoolchildren. Still, sound cards are required to access sound and other enhancements.

"Are they where they want to be? No. But with technology, I don't think you ever really get there," Henderson said.

That statement resonates amid rapid technological advancement and other demands for limited state funds, of which public education received $2 billion last year.

Getting greenbacks

"(Supplemental) funding for education is not going to be as easily found as in the past because (state budget) surpluses are becoming smaller," said Rep. Sheryl Allen, R-Bountiful.

So, creativity becomes the name of the money game.

For its Technology Advancement Plan, Davis District's budget allots $3 million in capital and bond money for computer placements and upgrades. Voted-leeway funds pay for 26 school technology specialists.

Voters in the Alpine District approved boosting property taxes to gather $3.4 million needed to enhance technology in the district's 53 schools. Before the tax increase, schools relied on bake sales and fund-raising dinners for new computers and upgrades in the school's outdated labs, described as at crisis levels by district officials.

Alpine District also plans to spend $390,000 for Internet service and an inter-school connection; $350,000 is budgeted for teacher training.

Grants also help schools obtain computers. The 37-student Hanksville Elementary received 20 new computers under a $65,000 technology literacy challenge grant.

The Salt Lake City School District has received two $100,000 federal grants to train one teacher and two students from schools with high concentrations of at-risk students to use technology in the classroom. The trio then tutors others in their new-found skills.

The Legislature also is lending a hand. The Computers for Schools program, kicked off last month, allows prison inmates to refurbish community-donated hardware, which schools can buy for $100. Dahn says all machines will be multimedia capable.

The program, which received $500,000 in the last Legislature and plans to annually deliver some 3,000 computers to schools, came in a bill sponsored by Allen and Sen. Howard Stephenson, R-Draper.

Some educators call the program a mere drop in the bucket. But that's all it's intended to be, Allen said. The program also will re-appear in a bill in the next Legislature, with some revisions that will allow schools to specify needs, such as CD-ROMs, by paying more.

Allen says the program can stretch dollars, as can lower prices of technology.

Still, lawmakers annually consider plenty of budget requests from public education, from class-size reduction in a state with the nation's second-largest student-teacher ratio (nearly 24-1) to up-to-date books.

"There is no single answer out there to improving education excellence, just like there is not a single answer to welfare (reform)," Allen said. "(Technology) is an essential part of the equation but not the answer."

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