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C2040-924 IBM WebSphere Portal 8.0 Migration and Support

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C2040-924 exam Dumps Source : IBM WebSphere Portal 8.0 Migration and Support

Test Code : C2040-924
Test Name : IBM WebSphere Portal 8.0 Migration and Support
Vendor Name : IBM
: 68 Real Questions

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IBM IBM WebSphere Portal 8.0

growing an article listing With IBM WCM eight.0 (half 1) | killexams.com Real Questions and Pass4sure dumps

in this five-part collection, I’m going to take you through constructing an editorial listing (a blog with no reader comment area) the usage of IBM's net content material manager eight.0+ and Websphere Portal eight.0+.

Our article record has these elements:

  • View an inventory of articles with pagination.
  • a piece of writing considered in the record should monitor a title, photo, and lead paragraph.
  • click-through and look at the details of the article by clicking on either the title, picture, or a hyperlink.
  • a piece of writing viewed in aspect includes the title, graphic, lead paragraph, and the leading content. The main content, or body, have to allow for prosperous textual content or HTML.
  • Have a glance on the plunkr for an idea of what they will do.

    what is going to I learn?

    i attempted to maintain the use case small-ish with the intention to center of attention on the WCM ingredients as follows:

    part I: Set the scene and prerequisites, and create the WCM libraries and workflow.

    half II: Create the article authoring and presentation templates, the website enviornment for their articles and discusses aspect tags.

    half III: Create the listing view for articles. They use Menu, listing Presentation, and Pagination components in addition to creating a basic authoring and presentation template to render their article list (menu component).

    part IV: Create and add authoring tools and styling accessories to enable external authors to create or adjust articles.

    half V: Use internet content Viewer portlets and managed pages to render out the article record and detail views, and conclude the sequence.

    prerequisites and audience

    This series is intended for intermediate clients of IBM's internet content material manager, and requires you to have right here installed or attainable:

  • Websphere Portal eight.0 or 8.5 with internet content supervisor eight.0 (bundled as part of Portal for 8.5).

  • A bootstrap-styled portal theme, your personal theme, or primary potential of the average Portal 8.0/eight.5 themes. The example code makes use of bootstrap positioning and styling, however that you could alter the samples to suit your wants.

  • word

    when you are attracted to a more comprehensive solution or illustration set appropriate for full-blown running a blog or social interaction, have a glance at either IBM Connections or content material Template Catalog. 

    substances and References

    I based my designs and options on a great article on prideparrot. in accordance with that weblog, I created a code pattern in plunkr (you can grab it from right here) that they are going to use that as their mock-up or design template. 

    right through the article collection, i'll provide additional references to specifics from IBM's Wiki.

    Libraries and Workflow

    For their article listing, we’re going to make use of two WCM libraries: “article-checklist-content material” and “article-checklist-design”.

  • “article-list-content material” incorporates the articles created with the aid of the article author and the record view.

  • “article-checklist-design” contains all of the WCM design facets like components, templates, and workflow.

  • word

    it's decent apply to separate out the WCM design features from site content, as content alterations extra frequently than design. in this approach, that you can syndicate the content libraries one after the other from design libraries and set up permissions for that reason.

    Step 1: Create New Libraries

    Log in to your Portal person interface and go to Administration -> web content libraries.

    click on ‘Create new library’ and comprehensive the kind as shown within the instance beneath, for each ‘article-record-content’ and ‘article-checklist-design’.

    Create libraries

    Step 2: Create the Workflow

    To manipulate their content material gadgets, we’re going to create a simple, short-post workflow. within the article-listing-design library, create the appropriate workflow aspects to do publishing only.

    note

    Workflow creation is out of scope for this article. To set this up you should create Workflow actions, ranges and Workflows for use via content items and other WCM facets. which you can also decide no longer to make use of workflow, the option is yours.

    summary

    this text almost simply laid down the groundwork for their article record by using creating some WCM libraries and a simple workflow, checklist the elements we're going to construct and providing some references.

    continue on to half 2 the place they can be growing an article.

    subject matters:

    web content material administration ,ibm websphere


    IBM Buffs place of work and WebSphere Portal | killexams.com Real Questions and Pass4sure dumps

    news

    IBM Buffs office and WebSphere Portal
  • via Stuart J. Johnston
  • November 11, 2004
  • IBM this week announced new and updated products in its office family unit of collaboration products, including 19 position-based integrated functions for medium and small company purchasers. The company also noted it is going to deliver advert hoc web conferencing as a provider for valued clientele starting in December.

    The options provide customizable business services for particular industries or categories of enterprise initiatives and operations – all built the usage of IBM office items and chosen third-birthday party purposes.

    though possibly a cliché by now, IBM officers also persevered to stress the transformations between a “network-delivered” collaboration environment and one primarily based basically on very own computers – above all Microsoft’s view. “[With Workplace Solutions] you won't have to have Microsoft office,” says Larry Bowden, vice chairman, of IBM office utility options.

    IBM designed the solutions by learning the job roles required for performing standard sets of initiatives or operations inside a collection of vertical markets. on the equal time, it considered the way to implement horizontal company roles inside usual groups’ IT environments, including procurement, finance and administration, customer service, and human substances. the new office options provide built-in software sets that meet at that nexus; as an example, systems to deliver branch banking or retail shop administration capabilities.

    “They’ve taken lessons out of IBM’s functions group and . . . they have designed these applications to make those americans with the key business roles extra useful,” says Robert Mahowald, research supervisor at IDC. That may still, the reasoning goes, make these corporations that undertake those solutions extra successful.

    since the options and IBM office items help industry necessities, together with Java and XML, different products may also be built-in with other methods as well. IBM workplace includes Lotus workplace, WebSphere Portal, Lotus Notes and Domino, and WebSphere Everyplace, in accordance with the business’s web site.

    “Our focal point is on organizational productivity,” says Bowden, including, “Having a competitive edge isn't pretty much as good as having a sustainable competitive facet.”

    definitely, imposing whole integrated techniques according to the capabilities that a company must perform as smartly because the roles of the people who function the essential initiatives, and offering that to consumers in an answer package that's the next best thing – or so IBM officials hope – to a turnkey answer, provides that sustainable area, business executives submit.

    The options don’t do every thing. Implementation particulars stay however IBM’s intent is to take a part of the pain out of the system for small and medium-sized agencies that don’t have a division committed to providing IT. “Why don’t they get you 70 p.c of the way?” asks Bowden rhetorically.

    in one of IBM’s demonstration situations, a financial institution department teller receives a large examine and needs to gain the approval of a customer carrier adult, and also must clear the deposit for regulatory compliance and auditing. The branch banking answer gives job roles for 3 distinct worker project sets to fulfill the required enterprise services. indeed, the new workplace solutions encompass greater than 30 job capabilities or employee roles, enterprise spokespeople stated.

    among the many areas where IBM is offering new workplace solutions are: retail, electronics, manufacturing, finance, telecommunications, govt, life sciences, healthcare and car agencies. moreover, the company has up to date its branch Banking solution as well as its enterprise Controls and Reporting solution (now at edition 2.5).

    essentially, besides the fact that children, IBM is taking a just a little different tack on coopetition. To corporations like Oracle, SAP and PeopleSoft, “They’re saying, ‘we’re going to give the plumbing for you,’” says IDC’s Mahowald, leaving a part of the pie for different players.

    IBM will also start offering on demand web conferencing next month, officials pointed out. “if in case you have a browser and a cellphone, which you could install an internet convention,” Bowden says. “as a substitute of purchasing the application from us, that you can just purchase the provider.” This comes as a direct try to take business far from Microsoft’s are living meeting, says Mahowald.

    in addition, IBM also announced a new product in the office family. IBM workplace features categorical v2.0 is a fresh product designed for small and mid-sized businesses and departments in colossal agencies. It includes crew collaboration, doc administration, net types, task lists, and portal features as neatly person customization elements. IBM workplace services specific additionally integrates with the user's existing applications and records, as well as email, calendar and tackle ebook, and provides various collaboration tools together with integrated fast messaging. it'll ship in December, officers referred to.

    ultimately, IBM debuted the latest release of WebSphere Portal – edition 5.1 – which adds digital portals, business manner workflow features, and more advantageous content material management capabilities. version 5.1 could be obtainable by using the end of November.

    The company will announce pricing for the entire products and services when the products can be found, business officers noted.

    concerning the writer

    Stuart J. Johnston has coated expertise, in particular Microsoft, when you consider that February 1988 for InfoWorld, Computerworld, assistance Week, and notebook World, in addition to for enterprise Developer, XML & web functions, and .internet magazines.


    IBM unveils new WebSphere Portal and place of work products at Lotusphere 2005 | killexams.com Real Questions and Pass4sure dumps

    information

    IBM unveils new WebSphere Portal and place of work products at Lotusphere 2005

    IBM unveils new WebSphere Portal and office products at Lotusphere 2005 IBM announced new WebSphere Portal and place of work products, as well as enhancements to Lotus Notes and Domino, at Lotusphere 2005 in Orlando, Fla., this past week.

    The new edition of Lotus Notes and Domino, WebSphere Portal and the place of work platform are designed to assist organizations lengthen the attain of lower back-end programs, in keeping with Lotusphere bulletins. These products are designed for corporations searching for to boost collaboration amongst capabilities workers, shoppers and partners, IBM mentioned.

    large Blue additionally brought new place of work building equipment and a new hosted answer that enables purchasers to make use of IBM collaborative utility on demand.

    New products brought at Lotusphere 2005, which coincided with the 20th anniversary of Lotus Notes, include:

    workplace Developer ToolsNew upgrades, tools and components announced at Lotusphere are designed to make constructing J2EE apps and accessories less complicated for Domino coders as well as those popular with visible simple, in keeping with the IBM bulletins. the new tools are designed to deliver Domino developers tools for building applications on the IBM place of work platform, the company talked about.

    Notes and Domino 7 inside NotesBench checking out in Notes and Domino 7 has shown as a great deal as a 70 % improvement in server performance, in line with IBM. more desirable integration with the IBM place of work platform will allow customers to prolong greater Domino investments to IBM place of work through standard Notes Domino product upgrades. the brand new Domino domain Monitoring tools are designed to assist consolidate and preserve the health of Lotus Domino servers. IBM spoke of it plans to make Notes and Domino 7 accessible during this summer season.

    place of work Collaborative ServicesIBM workplace Collaboration features, a single, built-in environment, includes collaborative capabilities comparable to e-mail, calendaring, speedy messaging, digital gaining knowledge of, internet conferencing, and document and internet content material management, based on the Lotusphere announcements. developed on a carrier-oriented structure, IBM office Collaboration services offers organizations with pre-constructed, reusable collaborative features, IBM referred to.

    WebSphere Portal net services for remote Portlets (WSRP) Self-service Validation website is obtainable now, in accordance with IBM. it is designed to give business companions the skill to validate, look at various, and confirm their WSRP functions integrate with IBM’s WebSphere Portal, the enterprise referred to. IBM also brought performance to WebSphere Portal including single sign-on functionality, accelerated aid for business necessities equivalent to WSRP and JSR 168, and upgraded collaborative capabilities through IBM office client aid.


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    Data Dynamics Unveils StorageX 8.0 | killexams.com real questions and Pass4sure dumps

    Oct 4, 2017

    Joyce Wells

    Data Dynamics, a provider of intelligent file management solutions, has released StorageX 8.0, a solution designed to help enterprises to analyze, move, manage and modernize data assets from creation to archive for business transformation. According to the vendor, the new version of StorageX provides support for S3-compliant storage and comprehensive file management from the data center to the cloud - helping to eliminate data silos and vendor lock-in.

    While businesses are increasingly relying on data as their primary asset, frequently the underlying infrastructure management of the data is challenged by archaic and proprietary means of managing it, said Piyush Mehta, CEO, Data Dynamics. The result is that it can be difficult for enterprises to leverage the data where and when they want it, while ensuring secure access. With the StorageX 8.0 release, Mehta said, Data Dynamics is providing enterprises the ability to manage data on-premise or within a hybrid cloud securely, utilizing industry standards.

    Key features in StorageX 8.0 include the ability to achieve a single view of data across proprietary, storage silos. Now enterprises have a centralized view of all of their files providing valuable insight to turn data into actionable business intelligence. StorageX 8.0 includes a new analysis portal, custom tags, metadata support and analysis to drive your business processes for new IBM Cloud Object Storage, NetApp StorageGRID and S3-compliant object storage. 

    StorageX also minimizes file movement complexity, cost, and risk with a single file management platform for the simplified movement, transformation, and management of all data assets. StorageX operates across all storage technology types (NAS, File, DFS and Object) using industry standards (NFS, SMB/CIFS, S3) for automated data and file migration. StorageX 8.0 also now includes a new retrieval portal to simplify end users' ability to retrieve S3 archived data back into SMB file format.  This allows for the fluid movement of data from file-to-object, or file-to-file for business agility.

    Simplifying the ability to effectively manage competing business requirements, StorageX provides a central command center to view, analyze and take action across data assets from migration to file tiering to archival for business optimization and agility. Removing the barriers of proprietary storage types, StorageX allows for faster data movement and easier storage rationalization. StorageX 8.0 also includes comprehensive management, with automated, policy-driven workflows, for S3-compliant object storage as well as an expanded list of object storage resources.

    And finally, supporting open standards, StorageX gives users the freedom to choose their future storage and cloud direction, eliminating technology lock-in while supporting business transformation so organizations can respond to changing business demands more quickly. This data modernization is furthered in StorageX 8.0 with support for S3-compliant object storage, transforming files into native a S3 storage format, while providing for native S3 access to their files, as well as the ability to support DevOps projects with efficiency providing APIs for storage management automation and orchestration.

    For more information, visit www.datadynamicsinc.com.


    How Do I Analyze, Move, and Manage Data for Digital Transformation? | killexams.com real questions and Pass4sure dumps

    Thanks to Cuong Le, Senior Vice President and Shahan Akmeemana, CTO at Data Dynamics for taking me through StorageX 8.0. The solution is designed to empower enterprises to seamlessly analyze, move, manage, and modernize data assets from creation to archive for true business transformation. The new version of StorageX delivers support for S3 compliant storage and comprehensive file management from the data center to the cloud — eliminating data silos and vendor lock-in.

    According to Gartner, the worldwide data volume is expected to grow by 59% year-over-year with a compound annual growth rate of more than 800% over the next five years. In addition, 80% of that growth will be from unstructured data.

    “Businesses today rely on data as their primary asset but the underlying infrastructure management of the data continues to struggle with archaic and proprietary means of managing it,” says Piyush Mehta, CEO, Data Dynamics. “This makes it extremely challenging for enterprises to leverage the data where and when they want it while ensuring there is no security breach in accessing the data. With the StorageX 8.0 release, they are providing enterprises an ability to ‘Manage Your Data’ on-prem or within a hybrid cloud, using industry standards and in a secure manner.”

    This latest release is the eighth generation of StorageX. The solution provides a holistic view of all data assets locked behind multiple storage silos. File management has become a strategic initiative for both IT and line of business owners to ensure business agility. StorageX serves as a central command center for this operation, enabling organizations to view and manage data — regardless of where it is stored. Using a standards-based approach, the platform removes barriers that exist across heterogeneous storage types giving enterprises the freedom to adapt quickly to changing business demands. StorageX provides insight into who is accessing the data and the ability to remove or change security permissions.

    StorageX 8.0 new features include the following.

    Analyze Data Across the Enterprise

    StorageX delivers a single view of data across proprietary storage silos. Now, enterprises have a centralized view of all of their files, providing valuable insight to turn data into actionable business intelligence. StorageX 8.0 now includes a new analysis portal, custom tags, metadata support, and analysis to drive your business processes for new IBM Cloud Object Storage, NetApp StorageGRID, and S3-compliant object storage.

    Move Data Across Storage Resources

    StorageX minimizes file movement complexity, cost, and risk with a single file management platform for the simplified movement, transformation, and management of all data assets. StorageX operates across all storage technology types (NAS, File, DFS, and Object) using industry standards (NFS, SMB/CIFS, S3) for automated data and file migration. StorageX 8.0 also now includes a new retrieval portal to simplify end users’ ability to retrieve S3 archived data back into SMB file format. This allows for the fluid movement of data from file-to-object, or file-to-file for business agility.

    Manage File Data to Quickly Power New Business Requirements

    Simplifying the ability to effectively manage competing business requirements, StorageX provides a central command center to view, analyze, and take action across data assets from migration to file tiering to archival for business optimization and agility. Removing the barriers of proprietary storage types, StorageX allows for faster data movement and easier storage rationalization. Now, StorageX 8.0 also includes comprehensive management, with automated, policy-driven workflows, for S3-compliant object storage as well as an expanded list of object storage resources.

    Modernize to Support a Changing Cloud Landscape

    Unlocking data with open standards, StorageX gives users the freedom to choose their future storage and cloud direction, eliminating technology lock-in while supporting business transformation so organizations can respond to changing business demands more quickly. This data modernization is furthered in StorageX 8.0 with support for S3-compliant object storage, transforming files into native an S3 storage format, while providing for native S3 access to their files, as well as the ability to support DevOps projects with efficiency providing APIs for storage management automation and orchestration.

    Topics:

    big data ,enterprise ,data analytics ,data storage ,storagex ,cloud adoption


    How They Did it: Moving IBM’s Smarter Supply Chain to the Cloud | killexams.com real questions and Pass4sure dumps

    By Thomas Ward and Vasanthi Gopal · March 1, 2014

    These days, it is hard to avoid the mention of cloud computing during any ordinary work week. And with good reason: “Cloud,” as it is referred to, is rapidly becoming a valued means of storing, sharing, and retrieving all kinds of data at faster speeds and with far lower fixed costs than ever before. It was only a matter of time before cloud would be seen as a potential solution for some of the complex challenges that supply chain managers face in today’s non-stop global economy.

    So what does the cloud-driven supply chain look like in practice? How are its advantages actually playing out? And what are some of the challenges and risks along the way?

    IBM’s Integrated Supply Chain (ISC) organization has some answers. In 2012, ISC began taking to the cloud its Quality Early Warning System (QEWS), an innovative solution developed by IBM to identify potential quality defects in its end-to-end hardware supply chain processes. In addition to saving IBM an estimated $50 million in warranty costs, QEWS is an important step in IBM’s shift from descriptive, or reactive, analytics to predictive analytics.

    The group’s experience with cloud computing thus far has proved to be promising. The results provide ample justification for continued investment in cloud, particularly in terms of managing time and project commitments. This article shares some of what IBM has learned to date, gives candid disclosures about some of the pitfalls, and points to the next steps in moving more of IBM’s supply chain to the cloud.

    IBM’s Supply Chain Imperative

    Delivering information technology hardware, software, and services to over 170 countries, IBM generated 2013 revenues of almost $100 billion with net income of $18 billion. But like other Fortune 500 organizations, IBM is in white-hot competition for market share and client relevance.

    Every efficiency gain matters; every opportunity to shift costs from fixed to variable is of great interest; every technology model that improves collaboration and reduces cycle time is of enormous value. “We can make ourselves a successful company,” Ginni Rometty, IBM’s chief executive said recently.

    “But to be the world’s most essential company? Others confer that on us. They will have to earn that.” Pivotal to IBM’s effectiveness is its ISC organization, whose 20,000-plus employees in 70 countries manage more than $33 billion in annual spend for IBM and workwith more than 19,000 suppliers worldwide, all connected online.

    The ISC owns and manages IBM’s end-to-end supply chain processes. This includes all of its supplier-facing source-to-payment processes and its client-facing opportunity-to-order-to-cash interactions, along with the conventional plan-to-deliver activities. It should come as no surprise that the ISC relies heavily on its IT prowess; more than 93 percent of supplier invoices are transacted electronically; and it has more than 30 analytics applications that are used to improve its global end-to-end operations.

    The ISC’s leadership team had been well aware of cloud computing’s potential for years; after all, IBM has been a leading cloud proponent for a long time. (The enterprise has been growing its overall cloud revenues sharply in recent years; indeed, IBM reported 2013 cloud revenues of more than $4 billion—a 69 percent increase over 2012.)

    But cloud’s value to ISC became clear in the fourth quarter of 2011 when Tim Humphrey, ISC’s director of strategy and innovation, identified it as a key enabler for IBM’s overall supply chain strategy—notably for increasing supply chain agility. Crucially, cloud would realign ISC’s strategy with IBM’s overall corporate strategy, which was already tightly tied to cloud computing.

    The organization’s consequent cloud strategy was developed and reviewed by Tom Ward (co-author of this article and ISC’s supply chain cloud strategist), and approved by Fran O’Sullivan, IBM’s chief supply chain officer and her senior supply chain executive team.

    The strategy was established by conducting over 40 interviews across IBM’s supply chain, with executives in the office of its chief information officer, and with its Global Technology Services’ executive teams.

    In addition, available industry research was evaluated to identify the intersection between cloud and the supply chain. The primary benefits of cloud were already well understood by the team. These were anchored in the definition of cloud from the National Institute of Standards and Technology (NIST). (See Cloud Made Clear.)

    ISC leaders knew it would provide faster access to IT resources and the elastic capacity needed to make IBM’s supply chain more agile. They were familiar with the ways in which cloud service providers could speed up “time to value” in terms of clients’ access to the cloud. They knew that the cloud can open up multi-enterprise collaboration among suppliers, clients, and business partners, boosting supply chain efficiency.

    (In a traditional IT environment, server utilization is typically 15 percent to 25 percent, whereas in the cloud, it can be more than 65 percent.) And they understood that improved visibility of key data would make supply chains more responsive. The question was, where, across all of IBM’s farflung supply chain operations, could cloud be piloted to best effect?

    The ISC’s leaders pinpointed three areas in which cloud could make big contributions:

  • Reducing the cycle time for on-boarding clients to the cloud
  • Trimming cycle times for delivery and set-up of cloud infrastructure for IBM’s and its clients’ data centers
  • showcasing the migration of IBM internal supply chain applications to the cloud
  • Cloud Made Clear

    Cloud computing has been compared to renting a car versus owning a car. Under a car rental agreement, the renter pays for the use of the car on a consumption basis: A renter is charged by the day or by the mile driven. The car is rented from a fleet of cars of different sizes, makes, and models.

    The renter can readily opt for an “upgrade” car if he or she needs more capacity or speed. The National Institute of Standards and Technology (NIST) defines “cloud” as follows: Cloud computing is a model for enabling ubiquitous, convenient, on- demand networkaccess to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and ser vices) that can be rapidly provisioned and released with minimal management effort or service provider interaction.

    The fundamental benefits of cloud computing are ease of use and speed of provisioning. It is important to note that cloud is not a “technology,” like networking or server storage; it is a usage model. It is based on a pool of network, compute, storage, and application resources. Treating all the resources in the data center as a pool enables users to more accurately quantify the business value of cloud computing as a solution at each stage of implementation.

    Shortlisting Applications for The Cloud

    With those objectives in mind, Tom Ward and other ISC leaders began to map out a supply chain cloud deployment plan in mid-2012. At least 12 of IBM’s existing supply chain applications were identified as strong candidates to migrate to the cloud—applications ranging from Web order invoicing, and online travel reservations to critical parts management tools.

    The evaluation process mapped the cloud’s desirable characteristics (as defined by NIST and ISC) to the fit with each application. This assessment was based on a supply chain application running on an Infrastructure as a Service (IaaS) environment. To launch the initiative, the ISC cloud team began to identify and assemble professionals from across the company who could help drive the cloud pilot program.

    As part of IBM’s global technical talent development program, three ISC employees from India, Chile, and Spain worked with Ward and IBM distinguished engineer Pascal Durazzi to identify and evaluate candidate applications. By 2013, three new staff members—including co-author Vasanthi Gopal, an IBM IT architect—had joined the team to drive ISC’s cloud application migration.

    Importantly, the cloud strategy effort required no full-time employees. Ward has been allocating approximately 30 percent of his working week to the project; Gopal commits one day a week as part of her own ongoing training and development initiative at IBM. Allin all, the ISC’s cloud strategy initiative has required the equivalent of perhaps one full-time person thus far.

    Additionally, the team took five key steps:

  • Evaluating the cost for migration and on-going operations
  • Comparing cloud-based costs to the business-as-usual environment
  • Completing a security risk assessment in order to mitigate any security exposures
  • Completion of a client enablement questionnaire to activate the service and provision the client’s initial resource
  • Last but by no means least, the detailed planning for deployment of the application’s migration to the cloud
  • image

    QEWS Gets the Green Light

    The team selected a quality management solution, Quality Early Warning System (QEWS), for the pilot. Developed in-house by IBM, QEWS has been in use in IBM’s Server and Storage manufacturing operations worldwide since 2008. Its advanced analytics help detect emerging negative trends in supply chain quality early in the process.

    The tool monitors and analyzes data that was already available in IBM’s information repository, such as full field performance data, manufacturing and test performance data, and supplier quality performance data. When an outlier is identified, QEWS proactively sends an alert to the appropriate manager, who can evaluate and confirm that there is a potential quality related defect and initiate the necessary remediation.

    Specifically, QEWS provides an alternative to the current standard in quality—statistical process control (SPC)—which is prone to many false alarms and is reactive rather than predictive. QEWS’ “smart” infrastructure automatically detects defect trends typically before they are triggered by traditional, industry standard SPC techniques.

    Using this predictive approach to quality management, IBM can identify and resolve potential problems six to eight weeks or more earlier than with traditional SPC at any stage of the supply chain process. The result: QEWS minimizes manufacturing rework, delayed product shipments, warranty claims in recall of defective products—all of which can and do contribute to lost time, higher costs, and lower client satisfaction.

    QEWS can mitigate these problems while lowering costs, improving productivity, and enhancing brand value. Benefits to date at IBM include savings of $50 million in hard warranty costs since 2008, plus soft savings and benefits. In 2012, QEWS was recognized byInformationWeek as a leading innovation.

    And it was a finalist in the technology category of the Institute for Supply Management’s (ISM) 2013 awards. Perhaps more importantly, QEWS illustrates IBM’s shift from descriptive to predictive analytics. It is one of over 30 supply chain analytics solutions currently in use.

    The application was recommended for the pilot program by Donnie Haye, ISC’s vice president of analytics, solutions, and acquisitions. Haye based her recommendation on the fact that the QEWS sits at the intersection of business analytics and the cloud across IBM’s suppliers, its clients, and IBM itself.

    Analytics help unearth insights that inform business decisions and can be used to automate and optimize business processes. Cloud is a key enabler for integrating analytics applications and providing visibility across the supply chain. Moreover, QEWS was already gaining interest as a “showcase” application, for demonstration to IBM’s clients; moving it to the cloud could make it easier to use in future collaborations with clients, suppliers, and business partners.

    The application can be used across many of IBM’s clients’ manufacturing industries, from automobile to electronics. The advantage of having QEWS in the cloud is that it makes it easier and faster to integrate with a client’s IT infrastructure. The client portal can be customized, and the user can choose the type of data to be displayed.

    image

    The Migration Begins

    In February 2013, the push to put the QEWS application on the cloud began in earnest. By March 2013, the ISC cloud team was focused firmly on technology questions, such as deciding which cloud infrastructure to select. Some platforms, such as OpenStack, CloudStack, and Cloud Foundry, are gaining popularity, but no single standard has been widely adopted yet. (IBM supports infrastructure as a service (IaaS) on OpenStack and platform as a service (PaaS) on Cloud Foundry.)

    The ISC team decided to migrate QEWS to IBM Cloud Managed Services (CMS). The team secured funds from the group’s “Smarter ISC Fund”—leveraging an internal source for financing innovation projects—in order to use the IaaS layer. IBM Cloud Managed Services (CMS) was chosen for several reasons.

    CMS includes both the System x (Wintel) and Power System (AIX) IBM servers. The Power System provided for enterprise level application support. And CMS offered software and service options (operating system, middleware including Websphere, installation, andsupport). Crucially, from IBM’s standpoint, CMS can be readily scaled and applied by any company that manufactures and sells physical products, ranging from heavy industrial equipment to medical devices, globally.

    That is true for a private cloud environment or for one in a hybrid cloud, shared with other companies. By April, the emphasis had shifted to security. Given the sensitivity of supply chain data, which regularly includes clients’ names and delivery addresses, details of suppliers’ pricing, and terms and conditions, it is easy to understand why ISC executives such as Haye were anxious to confirm that the cloud offering would be secure enough to prevent Client A from seeing Client B’s data or IBM’s own data.

    Moreover, QEWS encompasses an abundance of quality performance data and information about supply chain risks. And since QEWS is an enterprise level IBM application, and is therefore tightly integrated with many other company wide operations and processes, the security review required significant work.

    IBM has robust policies and practices around information security management, which supply chain applications such as QEWS must comply with globally. Another benefit of using the CMS cloud was that it is compliant with IBM’s stringent corporate requirements for security management.

    By September 2013, the ISC team’s activities had begun to pivot toward IT migration—that is, how to actually load the supply chain software into the cloud. The migration of QEWS to CMS took longer than expected; Ward’s team—and the ISC executives—had hoped it would take weeks, but in fact it took several months.

    What was not immediately obvious was the difference between applications that are “cloud native”—developed on the cloud—and those that are not. To strengthen the security around QEWS on the cloud, the team accounted for the fact that QEWS was already plumbed in tightly to a wide range of existing data sources.

    Lessons Learned

    Cloud computing is a flexible and powerful technology model—one that can quickly eliminate the constraints imposed by traditional computing. The ability to access huge volumes of computing power, to dial up or dial down usage as needed, and to choose between private, public, or hybrid versions of the cloud has shown IBM’s ISC group that the cloud is of real and enduring business value.

    ISC’s early forays into harnessing cloud for the supply chain has given its leaders every confidence that the technology model can prove valuable in many other applications beyond QEWS. As such, authors Ward and Gopal and their colleagues began migrating a second application toward the end of 2013—an application that suppliers will be able to access.

    Work is well under way to move other ISC applications into the cloud. The ISC cloud team is presently evaluating three other applications to migrate to the cloud, one of which shares QEWS’ development and test environment. This has allowed the team to very quickly provision and dedicate new servers to the new application—in days, not weeks.

    The CMS-based infrastructure is now being opened up to the developers of the new application so they can install and test it in the enterprise level cloud environment. Once it has been demonstrated that this second application can run on the cloud, the ISC team can then scale up the platform to put another mission critical application into production on the cloud.

    As a result of its efforts, the ISC team has learned a lot in a short time. One important takeaway from the longer than expected migration of QEWS is that ideally, such applications should be built on the cloud in the first placerather than trying to retrofit them onto the IaaS layer.

    Another lesson: Cloud deployments can be surprisingly low cost. In 2013, Ward and his team used only 70 percent of the money allocated for the cloud platform.

    Another positive surprise: Now that the infrastructure has been installed, it has proved extremely facile to onboard other clients. As noted earlier, the QEWS solution is of practical importance outside of IBM. Since going live, ISC has begun work with major automotiveindustry clients to use QEWS in their manufacturing processes.

    The cloud deployment provides a straightforward way for IBM to demonstrate the benefit ts it has realized and it enables clients to quickly use their own data to realize QEWS advantages. A client can rapidly access QEWS online, download its own data, and run its own analysis.

    What is perhaps most interesting is the speed with which new applications can be brought online now that the team has properly mapped out the cloud infrastructure. Essentially, new applications can be ported over to the cloud in just a few weeks, whereas the QEWS application took six months to reach that stage.

    At the time of this writing, cloud’s element of speed was evident in the ISC group’s entry in an internal competition at IBM. The contest—a fun way to spur excellence in internal communications and to help convey cloud’s proliferation within IBM—involves all of IBM’s cloud teams voting on the best way that such messages are communicated.

    The imagery used on the ISC group’s entry—racing aircraft, with the tagline “expect the unexpected—faster with analytics”—amply sums up how cloud computing is helping IBM’s supply chain speed into the future.

    August 15, 2018


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