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IBM Storwize: New innovations for Mid-Market, Channel | killexams.com Real Questions and Pass4sure dumps

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IBM Q1 earnings Surpass Estimates, Revenues omit, Down Y/Y | killexams.com Real Questions and Pass4sure dumps

overseas enterprise Machines Corp IBM delivered first-quarter 2019 non-GAAP profits of $four.87 per share, which surpassed the Zacks Consensus Estimate of $2.21. besides the fact that children, revenue per share (EPS) lowered eight.2% from the year-ago quarter.

Revenues of $18.18 billion missed the Zacks Consensus Estimate of $18.52 billion and declined four.7% on a year-over-yr groundwork. At constant foreign money (cc), the metric dipped 0.9%. The 12 months-over-yr revenue decline can basically be attributed to foreign money fluctuation and headwinds from IBM Z product cycle. also, softness in the rising markets of Asia Pacific affected the desirable-line efficiency.

exceptionally, IBM pointed out that signings declined 14% on cc basis in the first quarter to $7.6 billion. functions backlog declined 2% 12 months over year and totaled $111.6 billion.

In a 12 months’s time, shares of IBM have misplaced 2.5% in comparison with the trade’s 0.5% decline.

 

Geographic profits details

Revenues from Americas diminished 1% on cc groundwork, reflecting the headwind from the IBM Z product cycle. The identical from Europe, center-East and Africa have been flat yr over 12 months, whereas Asia-Pacific revenues declined 2% on a yr-over-year foundation.

Structural adjustments

ranging from first-quarter 2019, IBM mixed Cloud business and Cognitive utility in one phase.  extra, the company merged protection features with security utility.

IBM additionally built-in all divested business to the other classes in order to supply enhanced transparency to the utility and GBS segments. The divested enterprise includes pending sales of seven application items to HCL, the sale of IBM’smarketing platform and commerce application choices to Centerbridge and the currently concluded sale of Seterus personal loan servicing business.

Cloud & Cognitive utility section

The Cloud & Cognitive application phase’s revenues-exterior more desirable 2% 12 months over 12 months (on cc foundation) to $5 billion. Revenues at Cloud & Cognitive software (together with cloud and records platform, Cognitive application and transaction processing) increased basically as a result of increase in software driven by safety and options, growth in records and analytics in addition to synthetic intelligence (AI).

Segmental revenues pertaining to Cloud accelerated 10%. Cloud as-a-carrier profits annual run price became $2.1 billion.

Revenues from cloud and records systems elevated 2% yr over yr.

IBM pointed out that the combination of AI into offerings like consumer journey analytics in commerce area and elevated adoption of IBM Cloud deepest, which is built on Linux containers and kubernetes. It also brought that analytics carried out smartly in the quarter below assessment, courtesy of data science choices and IBM Cloud private for information offering.

additionally, IBM witnessed growth in industry verticals like fitness, key areas of analytics and safety in the quarter. Watson health witnessed large-based increase in Payer, provider, Imaging and lifestyles Sciences domains.

Revenues from Cognitive purposes were up 4% yr over 12 months, pushed through security, health, deliver chain and weather. security increase turned into backed by means of offerings in orchestration, records protection and endpoint administration.

Transaction Processing application comprises application that runs mission-essential workloads, leveraging IBM’s hardware platforms. Revenues have been flat on a 12 months-over-12 months groundwork.

Story continues

global business capabilities phase

Revenues from international enterprise features-exterior phase totaled $4.1 billion, up 4% from the 12 months-ago quarter. The yr-over-year enhance within the desirable line turned into essentially because of growth throughout all three enterprise areas specifically consulting, utility administration and global method capabilities.

Cloud revenues surged 25% 12 months over year. Cloud as-a-carrier earnings annual run fee was $1.8 billion.

software administration revenues have been flat year over 12 months. world procedure functions revenues climbed 5%. furthermore, Consulting revenues expanded 9% 12 months over year on strong performance of IBM’s digital enterprise.

international expertise functions section

Revenues from know-how features-external lowered three% from the year-ago quarter to $6.9 billion. Segmental revenues concerning cloud surged 13% from the 12 months-in the past quarter. Cloud as-a-provider income annual run expense became $7.5 billion.

Infrastructure & Cloud features’ revenues reduced 3% from the 12 months-in the past quarter. also, Technical help services revenues declined 2% from the yr-ago quarter.

techniques Revenues

programs revenues diminished 9% on a year-over-yr basis to $1.three billion, essentially due to the impact of the IBM Z product cycle and stiff competition. Segmental revenues touching on Cloud revenues declined 15%.

IBM Z revenues reduced 38% 12 months over year.

despite the fact, energy revenues improved 9% from the yr-in the past quarter. The upside will also be specifically attributed to Linux and robust adoption across the latest POWER9-primarily based architecture.

in the meantime, storage hardware revenues declined on susceptible efficiency in each excessive conclusion and mid-range, partly offset by using effective growth in All Flash Arrays. IBM stated that pricing drive in the immensely competitive storage market is hurting revenues.

while working methods utility revenues improved 5%, methods Hardware slumped 14% from the yr-in the past quarter.

finally, global Financing (comprises financing and used machine income) revenues lowered 19% year over 12 months and 9% at cc to $417 million.

operating details

Non-GAAP gross margin extended 100 basis facets (bps) from the yr-ago quarter and came in at 44.7%. The gross margin benefited basically from 160 bps expansion in capabilities margin.

working cost (research & building costs and selling, normal and administration fees) declined 10.6% year over 12 months on cognizance of acquisition synergies and improving operational efficiencies. at present, IBM continues to invest in rapidly growing fields like hybrid cloud, artificial intelligence (AI), protection and blockchain.

Pre-tax margin from continuing operations multiplied 320 bps on a 12 months-over-12 months basis to 12.3%.

Non-GAAP operating margins from carrying on with operations reduced in size ninety bps and came in at eleven%.

balance Sheet & cash stream particulars

IBM ended first-quarter 2019 with $18 billion in total money and marketable securities in comparison with $eleven.9 billion within the old quarter. total debt (together with latest element) become $forty nine.9 billion, up from $forty five.8 million from the previous quarter.

IBM reported cash circulation from operations (with the exception of international Financing receivables) of $four.eight billion and generated free cash movement of $1.7 billion within the quarter below evaluate.

moreover, the business lower back $2.3 billion to its shareholders via dividends and share repurchases. The company back greater than $10.three billion to its shareholders through dividends and share repurchases for the entire 12 months.

at the end of the year, the business had $2.4 billion final beneath present buyback authorization.

suggestions

For 2019, IBM continues to are expecting non-GAAP EPS to be as a minimum $13.90. The Zacks Consensus Estimate is at present pegged at $13.ninety.

IBM still anticipates 2019 free money movement of $12 billion.

Zacks Rank & stocks to accept as true with

IBM at present carries a Zacks Rank #four (sell).

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constructing the equipment/360 Mainframe almost Destroyed IBM | killexams.com Real Questions and Pass4sure dumps

through James W. Cortada

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The IBM System/360 image: Mark Richards/desktop historical past Museum IBM spent US $5 billion to build the system/360, introduced in 1964. These 9-track magnetic tape drives had been among the S/360’s one hundred fifty-product line.

a brief list of probably the most transformative products of the previous century and a half would consist of the lightbulb, Ford’s mannequin T—and the IBM device/360. This mainframe collection forever modified the computing device business and revolutionized how companies and governments worked, improving productivity and making countless new projects possible.

within the years main as much as its 7 April 1964 launch, despite the fact, the 360 turned into one of the crucial scariest dramas in American enterprise. It took a virtually fanatical dedication in any respect ranges of IBM to bring on this awesome assortment of machines and software. while the technological improvements that went into the S/360 were essential, how they had been created and deployed bordered on catastrophe. The business skilled what science policy knowledgeable Keith Pavitt known as “tribal war”: americans clashing and taking part in a all of a sudden transforming into business with unstable, and in some instances unknown, applied sciences, as uncertainty and ambiguity dogged the entire protagonists.

eventually, IBM was huge and diverse sufficient in talent, staffing, financing, and materiel to be successful. In an almost entrepreneurial vogue, it took expertise of rising technologies, no remember the place they had been observed within the enterprise. In hindsight, it appeared a sloppy and sick-informed exercise, chaotic in execution and yet brilliantly successful. They are living in an age that celebrates innovation, so examining circumstances of how innovation is performed can only illuminate their knowing of the technique.

through the conclusion of the Fifties, computer users confronted a reputedly intractable issue. Had it not been solved, it might have averted computers from fitting common, and any strategies of dwelling in an suggestions Age would were fiction.

IBM 1401 photograph: IBM The S/360 become designed to change IBM’s 1401 mainframe, which changed into customary however couldn’t be multiplied or upgraded.

organizations were buying computer systems in superb numbers, automating most of the historical punch card operations and doing extra with records processing. The recognition of the IBM 1401 illustrates the rapid adoption of computing. Over 12,000 of those programs had been sold from their introduction in 1959 to 1971, when IBM retired the road.

With the 1401 so dominating the computing device business, any problems with it had been severe. one among them was that the 1401 became too small.

clients discovered these machines so positive that they stored piling extra work on them, accomplishing the equipment’s capability. They then had three options: circulation to a bigger IBM system, similar to an IBM 7000, deploy a competitor’s system, or acquire more 1401s. None of these alternatives become eye-catching. To alternate to a much bigger gadget required rewriting application, on the grounds that the historical utility would no longer work on a unique type of machine. The cost of rewriting might comfortably exceed the economic advantages of relocating to a much bigger computing device. Such a change also referred to as for retraining team of workers or hiring new body of workers typical with the brand new device. adding greater devices of the same system changed into equally unattractive because each and every unit required replica body of workers, gadget, and preservation of hardware and utility. purchasers wanted methods that were “upgradable” or “compatible,” such that as their needs grew, they could usher in bigger machines however nonetheless run the same application and peripheral machine. in the Fifties and early Nineteen Sixties, it was a hope, and for companies an aspiration.

IBM had worse complications than its shoppers did. The 1401s have been proving so everyday that engineers in Endicott, N.Y., which had developed the system, resisted attempts by their counterparts in Poughkeepsie to construct greater computer systems, resulting in transforming into rivalry between both groups. As one engineer recalled, “So severe was it that now and again it gave the impression to exceed the rivalry with exterior rivals.” methods made by means of Poughkeepsie would now not run classes written for the 1400 sequence. valued clientele eager to circulate from the smaller 1400s to the better Poughkeepsie machines put increasing pressure on IBM to supply compatibility. Senior management had to take care of the fees of sustaining R&D for a half-dozen incompatible product strains and practising IBMers to sell and hold so many systems.

Consensus grew that IBM vital to get right down to one system to simplify creation, in the reduction of the can charge of R&D, and be extra competitive in opposition t a starting to be array of opponents. If purchasers needed to improve in the early Sixties, they could just as readily flow to a competitor’s laptop, for the reason that they would have to rewrite their software anyway.

The vigor of compatibility become proven in the fall of 1960, when IBM introduced the greater effective 1410 to substitute the 1401. software and peripheral device for the 1401 worked with the newer desktop. clients and IBM income loved that fact. Poughkeepsie’s engineers have been near completing work on a collection of 4 computer systems wide-spread as the 8000s that were compatible with the 7000s.

T. Vincent Learson photo: IBM To get the S/360 off the ground, T. Vincent Learson compelled engineering factions inside IBM to cooperate.

T. Vincent Learson—called Vin or T.V.—turned into in can charge of future product building because the vp of manufacturing and development. A proficient problem solver, he knew he had to circulate at once to wreck down the contention between Endicott and Poughkeepsie. IBM’s CEO on the time, Thomas J. Watson Jr., later described what came about: “He did it by means of making use of a administration technique called ‘abrasive interaction.’ This means forcing americans to swap sides: taking the true engineer from the small-laptop division and making him boss of the best building team within the tremendous-computing device division. a lot of people notion this made about as an awful lot feel as electing Khrushchev president.”

Learson changed the Poughkeepsie manager in charge of the 8000 venture with Bob O. Evans, who had served because the engineering manager for the 1401 and 1410. Evans favored compatibility across all future items. After 90 days in his new position, Evans informed that work on the 8000s be stopped and that both sites begin working “to advance a total cohesive product line.” He also proposed a bold new base technology for all future systems, known as strong common sense technology (SLT), to make IBM’s machines more aggressive.

Frederick P. Brooks Jr., who led the design crew for the 8000, fought again. Evans and Brooks were ambitious opponents. the two engineers both had years of experience working engineering and product development actions at IBM, and they were articulate and incredibly revered through their staffs and senior administration. Brooks turned into now not as high rating as Evans, so Learson brought in Jerrier A. Haddad, who had spent the previous two years in cost of the advanced Engineering development Division, to analyze the proposed processes of Evans and Brooks. Haddad suggested going with Evans’s ideas, and Learson killed the 8000 project in may additionally 1961.

Bob Evans automatically asked Brooks to advance the plan for a appropriate family of computers. Brooks changed into flabbergasted, but he authorized, and with that the two engineering communities stopped feuding and commenced taking part. there were nonetheless opponents in the company, however no count—the trajectory towards a common device had been set.

From left: Bob O. Evans, Frederik P. Brooks Jr., and Jerrier A. Haddad. photographs: IBM Bob O. Evans [left] suggested killing IBM’s larger 8000 mainframe in prefer of a new line of suitable computers. Frederick P. Brooks Jr. [middle], who led the 8000’s design, objected, but Jerrier A. Haddad [right] sided with Evans. Evans then requested Brooks to work on the brand new line, which grew to become the S/360.

Learson additionally assigned John W. Haanstra, president of the usual items Division, which produced the 1400s, to chair an interior task force called spread (for methods Programming, research, Engineering, and construction), with Evans as vice chair. Brooks later joined the task drive. In December 1961, the neighborhood offered its technical concepts.

Their record called for five suitable computers, labeled processors (defined because the computer, its memory, and channels to connect to peripheral device). The application and peripherals for one processor have been to work with all different processors. The plan called for using standard hardware and application interfaces between computers and peripherals, equivalent to between disk drives and tape drives connecting to computers, so that the peripherals did not have to be swapped out when a new processor was installed. The techniques became the foundation for the system/360.

as a result of so a lot would be new, the processors would no longer be compatible with IBM’s current products. That turned into an enormously vital factor. customers relocating to the new IBM machines would should rewrite present software only once to get on the path of the brand new system.

Then, IBM obtained a lucky destroy. As one engineer wrote, “nearly miraculously [Evans’s] imaginative and prescient of the brand new product line became saved by way of a latest-minute technical accomplishment. In mid-1963, engineers within the Poughkeepsie and Endicott laboratories had begun exploring the opportunity of adding particular microcode to the control stores of computers to increase their performance when simulating earlier IBM computer systems.” This feature would allow 1401 utility to run within the two smaller models of the proposed new system, only sooner. earnings obtained on board, and its executives began pressuring R&D and manufacturing management for early introduction of the new processors.

Watson recognized what become at stake, as he recalled in his memoirs:

From the beginning they confronted two dangers, either of which become enough to retain us wide awake at evening. First there changed into the task of coordinating the hardware and application design work for the brand new line. They had engineering groups in all places the usa and Europe working concurrently on six new processors and dozens of recent peripherals…but within the end all of this hardware would should plug collectively. The application was an even bigger hurdle nevertheless. to ensure that system/360 to have a standard character, a whole bunch of programmers had to write millions of strains of computing device code. no one had ever tackled that advanced a programming job, and the engineers were below exquisite power to get it achieved.

A 2d set of problems concerned manufacturing the digital accessories for the new techniques. The electronics trade become starting to work on built-in circuits, and the brand new computers have been going to be crammed with these new components. To be impartial, IBM had to make its personal. It proved to be a dear proposition.

at last, the corporate management committee, together with Watson and the board of administrators, sucked in a deep breath and permitted the spread options. IBM turned into off to the races within the wildest experience of its history.

IBM could not disguise what was happening. New employees flocked to Endicott, Poughkeepsie, and different labs and flora. clients heard rumors, the laptop press changed into speculating, and executives at GE, Honeywell, Sperry Univac, and in other places were trying to assume what IBM would do.

At IBM, nobody gave the impression convinced with growth on the new device. Engineering, manufacturing, revenue, and corporate personnel had been in lots of situations working a hundred-hour weeks. Engineers moved cots into their offices. When Watson stopped in to peer how programming was going, an engineer yelled at him to get out so he may work. The chairman of IBM beat a hasty retreat.

Left, sign in Grand Central terminal announcing train to take reporters to Poughkeepsie for the 360 press event. Right, Thoma J. Watson Jr. pictures: IBM On 7 April 1964, a teach from ny city’s Grand relevant Terminal shuttled newshounds to Poughkeepsie, the place IBM chairman Thomas J. Watson Jr. formally unveiled the gadget/360.

it all became public at midday eastern time within the united states on 7 April 1964. Over one hundred,000 purchasers, newshounds, and technologists met in a hundred sixty five U.S. cities, while others gathered around the world over the next few days to listen to the news. As Watson declared at a press conference in Poughkeepsie, it was “essentially the most vital product announcement within the company’s background.”

IBM 2311 disk drive picture: Mark Richards/computing device history Museum among the gadget/360’s forty four peripherals turned into the 2311 disk storage force. every detachable disk pack kept 7.25 megabytes.

On that day, IBM added a intellect-boggling 150 new items: 6 computer systems; forty four peripherals, together with tape drives, disk drives, printers, and manage instruments; and a promise to deliver the utility critical to make everything work collectively. the clicking packet became an inch thick, and manuals describing all of the machines, accessories, software, and their setting up and operation filled greater than 50 linear toes.

The crucial function of the equipment/360 turned into, of path, its compatibility. A growing facts center might set up a small 360 computing device and later improve to a bigger one without rewriting software or replacing peripheral equipment. as soon as conventional with the device, one did not ought to be taught a superb deal extra to tackle an improve. The identify 360 turned into chosen to indicate the idea of 360 degrees, masking every thing.

within the first month following the S/360 announcement, valued clientele worldwide ordered over 100,000 programs. to position that number in perspective, in that same year in the uk, all of Western Europe, the USA, and Japan, there have been a bit of more than 20,000 computer systems of any form installed. the primary deliveries of the smaller machines were promised for the third quarter of 1965, and deliveries of the better ones in the first quarter of 1966. The extend between announcement and transport date gave valued clientele time to come to a decision which fashions to purchase, get them accepted and budgeted, plan on the place to condo them, train group of workers, finished utility remediation, and so forth. With the April announcement, IBM purchased itself two years to make decent on its promises and knock opponents back on their heels.

From 7 April to when the company all started delivering machines to purchasers, IBM entered essentially the most bad, intense, and difficult period of its historical past. The enterprise spent US $5 billion (about $forty billion nowadays) to strengthen the equipment/360, which on the time changed into greater than IBM made in a yr, and it will eventually employ greater than 70,000 new employees. every IBMer believed that failure intended the dying of IBM.

As Watson later recalled, “now not all of the equipment on display [on 7 April] turned into precise; some devices have been simply mockups manufactured from wood. They defined that to their guests, so there became no deception. however it turned into a perilous reducing of corners—not the way I think business need to be finished—and an uncomfortable reminder to me of how a ways they needed to go earlier than they may name the application successful.”

Watson assigned his brother, Arthur, to control engineering and manufacturing going forward. Learson would run income for the brand new system, “twisting the tails of their salesmen.” Tom Watson Jr. notion Learson had the extra intricate assignment. The chance of consumers changing to someone else’s machines in place of to the S/360 drastically involved Watson.

Manufacturing in Poughkeepsie image: IBM IBM promised to begin offering the first S/360 machines in the third quarter of 1965. construction complications emerged presently.

as the variety of orders for the S/360 stored expanding, manufacturing changed into requested in 1965 to double creation. One creation manager referred to it couldn't be done and was replaced. great declined. one of the vital digital circuits within an SLT, for instance, have been now not finished, so electrons couldn't go where they had been speculated to. by the conclusion of the year, the nice handle department had impounded 25 p.c of all SLT modules, bringing creation to a halt.

System 360 SLT held within a few fingers. photograph: IBM With the S/360, IBM brought its solid logic technology (SLT), a precursor to built-in circuits. Doubling the construction of the S/360 in 1965 ended in defects in 1 / 4 of the SLT modules.

After the complications were solved, manufacturing proceeded in 1966, resulting in 90 million SLT modules convey produced, in comparison to just 36 million the old yr. IBM opened a brand new plant in East Fishkill, simply south of Poughkeepsie, which made greater semiconductor devices than all different manufacturers international combined. production also expanded to new facilities in Burlington, Vt., and in Corbeil-Essonnes, France.

To resolve manufacturing complications with the ferrite-core recollections, IBM installation a plant in Boulder, Colo., in 1965. however it took the craftsmanship of people in Japan to get the construction of recollections as much as the mandatory amounts and excellent.

IBM System 360 ferrite-core memory. photo: Mark Richards/computer background Museum The S/360’s ferrite-core memory additionally proved extraordinarily elaborate to manufacture. This aircraft contains 1,536 reminiscence cores.

As manufacturing grew to be a global effort, new complications arose in coordinating activities and fabricating machines. Arthur Watson had some experience managing IBM’s small factories backyard the USA however none with resolving engineering problems, not to mention large world complications in building and manufacturing. He become out of his league, and his brother challenged him to resolve the problems. meanwhile, Learson and his earnings teams wanted extra improvements to the product line. members of the family between Learson and Arthur absolutely deteriorated. In October 1964, IBM introduced massive delays in transport products.

Tom removed Arthur from his job and grew to become over his duties to Learson, who in turn brought in 4 engineering managers to punch through the problems. Nicknamed the “4 horsemen,” that they had full authority global for getting the S/360 manufactured and dropped at shoppers. Their collection of complications, one of the managers referred to later, changed into “an absolute nightmare,” “a grey blur of 24-hour days, seven days every week—on no account being home.” And yet, in 5 months, they'd labored out satisfactory of the problems to delivery assembly birth dates. In January 1966, Learson grew to be president of IBM.

The “four horseman” were Henry E. Cooley, Clarence E. Frizzell, John W. Gibson, and John Haanstra. pictures: IBM facing unacceptable construction delays, Learson introduced in [left to right] Henry E. Cooley, Clarence E. Frizzell, John W. Gibson, and John Haanstra, who sorted out manufacturing problems global and acquired the S/360 again on course.

Arthur was shunted into the position of vice president. His career became damaged, and he retired in 1970. In his memoirs, Tom Watson Jr. admitted to being in an almost continuous panic from 1964 to 1966 and deeply regretted his remedy of Arthur. “I felt nothing but shame and frustrations on the way I’d treated him…. because it changed into, they remade the laptop business with the equipment/360, and objectively it turned into the superior triumph of my business career. however whenever I appear returned on it, I feel about my brother I injured.”

utility complications additionally slowed creation of the 360. The software construction workforce was described as being in “disarray” as early as 1963. The working gadget, referred to as OS/360, struggled to run more than one job at a time, which become fundamental to making the S/360 quickly and productive. different issues surfaced with telecommunications and with application classes. Programming guide grew to become an additional contentious situation.

Fred Brooks volunteered to help, and IBM introduced 1,000 individuals to the working equipment undertaking, costing the enterprise greater for utility in 12 months than had been deliberate for the complete construction of the S/360 gadget. however throwing greater programmers at the project didn't help. according to the S/360 event, Brooks would later expand on that theme within the legendary Man-Month (Addison-Wesley, 1975), nonetheless probably the most most widely examine books on computing. The utility would take years to complete, however in the end it labored neatly adequate to preserve the transport delay to one month.

Delivery of the IBM System/360 in to Tokai Bank Japan. image: IBM A gadget/360 arrives at Tokai bank in Japan. Demand for computing grew tremendously within the years following the S/360’s launch.

regardless of the expenses and nervousness, in 1965—the 12 months IBM had committed to delivery the primary units to customers—it managed “by using some miracle” (Watson’s phrases) to bring a whole bunch of medium-measurement S/360s. Their fine did not at all times in shape the common design specifications. Shortages of materials, different elements that did not work, and software crammed with bugs spread to many international locations. basically each initial client encountered problems.

branch offices have been hiring techniques engineers to aid. SEs were school graduates, constantly with technical levels, who knew a way to debug software and assisted the sales drive in promoting and aiding computer systems. The SEs heroically tackled S/360’s software problems, whereas container engineers, who installed device, fixed hardware issues. Salesmen calmed their customers, whereas branch managers labored to keep their staffs stimulated and focused.

And despite the various issues, “purchasers were still ordering 360s quicker than they could construct them,” Watson recalled, forcing delivery dates out as plenty as three years. by using the conclusion of 1966, consumers had taken start of nine models of the S/360, for a complete of seven,700.

IBM’s opponents replied. Burroughs, GE, Honeywell, NCR, and Sperry Rand, working generally in the united states, CII in France, and ICT (later ICI) in notable Britain introduced programs suitable with one another’s machines, but no longer compatible with IBM’s. A 2nd, smaller group selected to fabricate machines that had been compatible with IBM’s, together with RCA and others in Europe and Japan, counting on RCA’s licenses.

1968. Flanked by a display console with an array of lights and switches, an operator uses a monitor to check the performance of the Model 91. This System/360 installed at NASA's Goddard Space Flight Center in Greenbelt, Md. photograph: IBM NASA bought a number of S/360s, including this one at Goddard area Flight middle. a number of others at mission manage in Houston had been used to monitor Apollo eleven.

5 years later, the worldwide inventory of installed IBM computers had grown to $24 billion, whereas that of competitors had reached $9 billion. In different phrases, IBM’s S/360 multiplied basic demand for computing so massively that it raised all boats. The trade’s annual boom in the 2nd half of the Nineteen Sixties become in double digits 12 months over 12 months, as many heaps of corporations elevated their use of computer systems. Demand for computing grew on account of the technological improvements introduced forth by using IBM, but also because users had been accumulating ample event to be aware a computer’s value in using down charges and performing new services.

IBM also grew, greater than doubling from 127,000 employees international in 1962 to 265,000 with the aid of the conclusion of 1971. profits rose from $3.2 billion in 1964 to $eight.2 billion in 1971.

Fisheye view of the IBM System 360 image: IBM The S/360 reinforced IBM’s domination of the global computing device business. One govt, asked no matter if the business would ever tackle an additional such undertaking, replied, “Hell no, not ever once more.”

since the S/360 become the heart of a lot computing by means of the end of the Nineteen Sixties, its clients constituted a global of their personal. thousands of programmers handiest knew the way to use software that ran on S/360s. extra hundreds of data-processing personnel had worked best with IBM device, together with keypunch machines, printers, tape drives, disk drives, and application, which in many instances took years to grasp. with the aid of the early 1970s the computing house was generally an IBM world on either side of the Atlantic, within the rising markets in Latin the usa, and in Japan.

Years later, when asked no matter if IBM would ever interact in such a enormous task once again, one government barked out, “Hell no, in no way once more.” Watson tilted toward a similar reaction. Commenting in 1966, he stated, “At their measurement, they will’t go one hundred percent with anything else new once again,” which means anything that large. After the 360, Watson made it a coverage “in no way to announce a brand new expertise a good way to require us to commit more than 25 % of their construction to that know-how.”

The era that brought out the S/360 remained entertaining within the enterprise, a special clan bonded ferociously to IBM. Careers had been made and damaged, very own lives and marriages upended. IBMers didn't know on the time how radically their items would alternate the realm, however they do.

Left, IBM: The Rise and Fall and Reinvention of a Global Icon. Right: Author James W. Cortada.

this article is in keeping with excerpts from IBM: the upward thrust and Fall and Reinvention of a global Icon (MIT Press, 2019).

James W. Cortada is a senior research fellow at the tuition of Minnesota’s Charles Babbage Institute. He labored at IBM for 38 years in earnings, consulting, managerial, and research positions.


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First SMI-S Products A Turning Point for Storage Industry | killexams.com real questions and Pass4sure dumps

PHOENIX -- April 6, 2004 -- The Storage Networking Industry Association (SNIA) announced today that the first Storage Management Initiative Specification (SMI-S)-conformant products have passed the stringent SNIA Conformance Testing Program (SNIA-CTP). This marks the first time in the industry that customers can purchase products built using a tested and standardized management interface that will aid in the deployment and management of multivendor storage environments.

Already 14 companies have more than 100 products that have passed the SNIA-CTP, including HP, Dell, EMC Corporation, Hitachi Data Systems, IBM and Sun Microsystems.

"This is a monumental achievement for the industry and end users," said Ray Dunn, chairman of the SNIA Storage Management Forum. "For the first time ever, end users will be able to select storage management products with SMI-S conformant interfaces, which will help make their storage simpler to implement and manage. They believe SMI-S will ease the day-to-day routines of storage management and that the specification will be widely adopted in all new products by the end of 2005."

The management of conformant storage products by management applications will alleviate some of the inconvenience associated with IT storage operations.

Marty LeFebvre, vice president of Technology Strategy at Nielsen Media Research and member of the SNIA End User Council Governing Board, added, "From this point forward, SMI-S conformance requirements will be an important element in their RFPs (request for proposals) for any new storage product purchases. Knowing the products they plan to purchase have SMI-S in them, coupled with the fact that the implementation has been independently tested, provides us with a level of assurance that the product will perform to their needs and deliver new efficiencies in their storage management solutions."

The SMI-S v1.0.2 was developed and tested by more than 100 of the industry's top engineers at the SNIA Technology Center, the industry's largest vendor-neutral operation of multivendor storage hardware and software. Now to further solidify the broad adoption of SMI-S v1.0.2, the specification has entered the International Committee for Information Technology Standards fast track process. The process, reserved for specifications that have already passed rigorous technical review, is expected to result in SMI-S becoming an American National Standards Institute standard in summer 2004.

Officially badged and tested products are to be listed on the SNIA Web site. End users looking to ensure that a vendor's SMI-S implementation conforms to SNIA standards should look for officially badged and tested products.

For further information, visit the Web site.


SNIA KMIP Security Standard Conformance Testing Program Validates Security Products From HP and Cryptsoft | killexams.com real questions and Pass4sure dumps

IT Professionals can Reference KMIP Test Results for Solution Procurement and Deployment

COLORADO SPRINGS, CO--(Marketwired - Apr 15, 2015) - The Storage Networking Industry Association (SNIA) Storage Security Industry Forum (SSIF) today announced the posting of vendor product conformance test results for the Key Management Interoperability Protocol (KMIP) Conformance Testing Program (CTP). The first wave of vendors to submit products and successfully pass the tests include HP's Enterprise Secure Key Manager (ESKM) 4.0, Cryptsoft's KMIP C Client SDK (V1.8.0) and Cryptsoft's KMIP C Server SDK (V1.8.0). Details of the test profiles can be referenced at http://www.snia.org/forums/SSIF/kmip/results.

"IT buyers are turning to trusted independent associations such as SNIA to perform the verification and validation of critical product specifications such as KMIP," said David Dale, Chairman, SNIA Board of Directors. "Demand for KMIP conformance verification is rapidly increasing amongst buyers of KMIP-enabled Enterprise Key Management (EKM) servers, KMIP client appliances, and applications."

"As an author and supporter of the OASIS KMIP standard, HP chose to submit their HP Enterprise Secure Key Manager 4.0 into the KMIP Test Program for certification as a conforming KMIP server," said Albert Biketi, vice president, HP Security, Atalla. "We were very happy with the results along with excellent support from SNIA's staff, and they fully endorse the test program as independent assurance of interoperability for both vendors and end users of KMIP solutions."

The SNIA KMIP Conformance Program and several vendor solutions with the implemented KMIP standard will be showcased in the OASIS booth at the upcoming RSA Conference in San Francisco, April 20-24. http://www.rsaconference.com/events/us15/expo-sponsors/exhibitor-list/1495/oasis-interop-showcase

The KMIP Specification is defined by OASIS (The Organization for the Advancement of Structured Information Standards) and test profiles are established by its KMIP Technical Committee. For more information about OASIS and KMIP, see https://www.oasis-open.org/committees/tc_home.php?wg_abbrev=kmip

About SNIA's Storage Security Industry Forum The SNIA Storage Security Industry Forum (SSIF) is an industry community that focuses on the complete life cycle of data security from its creation and storage to end of life and destruction. The SSIF is a consortium of storage professionals, security professionals, security practitioners, and academics providing data and information security expertise. The SSIF contributes to a better understanding of information assurance and how it applies in IT operations, influencing the design, use, and management of storage technology to better protect and secure information. The current Voting Members of SNIA's SSIF are: Cryptsoft, DataDirect Networks, HP, IBM, NetApp, NTP Software, and Oracle. For more information, visit www.snia.org/ssif.

About SNIA The Storage Networking Industry Association (SNIA) is a not-for-profit global organization with a mission is to lead the storage industry worldwide in developing and promoting standards, technologies, and educational services to empower organizations in the management of information. To this end, SNIA is uniquely committed to delivering standards, education, and services that will propel open storage networking solutions into the broader market. The KMIP Test Program will be conducted at its SNIA Headquarters and Technology Center in Colorado Springs, Colorado. Visit http://www.snia.org.

About OASIS The Organization for the Advancement of Structured Information Standards (OASIS) is a global consortium that works on the development, convergence, and adoption of e-business and web service standards. See www.oasis.org

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The Apache Software Foundation Announces Apache® Subversion® v1.10.0 | killexams.com real questions and Pass4sure dumps

April 16, 2018 06:00 ET | Source: The Apache Software Foundation

Wakefield, MA, April 16, 2018 (GLOBE NEWSWIRE) -- The Apache Software Foundation (ASF), the all-volunteer developers, stewards, and incubators of more than 350 Open Source projects and initiatives, announced today Apache® Subversion® v1.10.0, the popular centralized software version control system.

With Apache Subversion, files and directories can be edited, copied, deleted, merged, and tagged, with each such operation leaving a permanent entry in the version control system's history record. Files can be locked for exclusive access. The system supports a command-line interface and several third-party graphical interfaces, and can also be scripted in Python, Perl, Ruby, or Java. Subversion is very portable and runs on virtually all general-purpose operating systems in use today. The software versioning and revision control system initiated in 2000, entered the Apache Incubator in 2009, and graduated as an Apache Top-Level Project in 2010.

"Dealing with merge conflicts is one of the most complicated aspects of version control. While merge conflicts in a text file are usually best resolved by editing the file directly, merge conflicts can also occur when the directory tree structure of a project is changed. Resolving such structural conflicts requires users to manipulate entire collections of files and directories at once, which is time-consuming and error-prone," said Stefan Sperling, Vice President of Apache Subversion. "With Subversion 1.10, structural conflicts can now be resolved with support from a built-in interactive conflict resolver which automates conflict resolution tasks users had to perform manually in the past. This is a major usability improvement and saves users who do a lot of merging a significant amount of time."

Apache Subversion 1.10 is the result of more than three years’ development effort, and features:

  • Numerous bug fixes
  • Improved path-based authorization
  • New interactive conflict resolver
  • LZ4 compression support over the wire and backend storage
  • Shelving (experimental)
  • The full list of new features can be found in the project release notes at https://subversion.apache.org/docs/release-notes/1.10.html

    In its new "Version Control Systems Market: Global Industry Analysis" report, Future Market Insights estimates that the version control systems market will exhibit 11.5% CAGR and reach US$971.8MM by 2027. Apache Subversion has been ranked in the "Market Leader" quadrant in G2 Crowd’s "Best Version Control Systems" for 2018. Time tracking and productivity tool producer Time Doctor recommends, "if you want to have a single master source tree that is being worked on by a small core development group, SVN should be the first system you try as it’s reliable and tailored for that."

    Millions of users worldwide rely on Apache Subversion (SVN) to safely and easily manage version control across an array of applications.

    "As a large Open Source project with many moving parts, and many connections to other projects, the FreeBSD operating system depends on Apache Subversion to be its single source of truth for all version control operations," said members of the FreeBSD Core team. "Subversion has proved to be a reliable, stable, and overall usable system for the project for many years and they appreciate the high quality of the work done in designing and maintaining SVN."

    "Apache Subversion is a reliable and robust centralized version control system that is well suited for enterprises," said Michael Diers, Technical Director of elego Software Solutions GmbH. "Over the years, they have had very little problems with Subversion deployments that they setup and maintain for their customers. Its development community is very competent, friendly and welcoming."

    "One of the usually overlooked advantages of Apache Subversion is that it works natively on all modern platforms, including Windows," said Ivan Zhakov, Technical Director of VisualSVN Software Ltd. "Subversion is based on Apache Portable Runtime and does not impose dependencies on Cygwin or its replacements. Nowadays, this advantage is of extreme importance for enterprise users who work in heterogeneous environment in the vast majority of cases."

    "Assembla customers rely on Apache Subversion to build leading edge technologies and products in a secure and scalable environment," said Jacek Materna, Assembla CTO. "With more than 4,000 Assembla users running SVN, they are excited to have contributed directly to Apache Subversion 1.10.0 and the improved performance and key features it will bring. LZ4 Compression, improved path-based authorization and shelving are just a few of the updates that represent significant innovation for SVN."

    "Over 18 years of its development, Subversion has grown into a very mature and solid version control package supported by a friendly and healthy Open Source project community with long-term productivity and success," added Sperling. "Subversion's community and wider ecosystem is an exemplary example of how the collaborative Open Source development model can work to the benefit of its users, its developers, and its sponsors."

    Availability and OversightApache Subversion software is released under the Apache License v2.0 and is overseen by a self-selected team of active contributors to the project. A Project Management Committee (PMC) guides the Project's day-to-day operations, including community development and product releases. For downloads, documentation, and ways to become involved with Apache Subversion, visit http://subversion.apache.org/

    About The Apache Software Foundation (ASF)Established in 1999, the all-volunteer Foundation oversees more than 350 leading Open Source projects, including Apache HTTP Server --the world's most popular Web server software. Through the ASF's meritocratic process known as "The Apache Way," more than 680 individual Members and 6,500 Committers across six continents successfully collaborate to develop freely available enterprise-grade software, benefiting millions of users worldwide: thousands of software solutions are distributed under the Apache License; and the community actively participates in ASF mailing lists, mentoring initiatives, and ApacheCon, the Foundation's official user conference, trainings, and expo. The ASF is a US 501(c)(3) charitable organization, funded by individual donations and corporate sponsors including Aetna, Alibaba Cloud Computing, ARM, Baidu, Bloomberg, Budget Direct, Capital One, Cash Store, Cerner, Cloudera, Comcast, Facebook, Google, Hortonworks, Huawei, IBM, Inspur, iSIGMA, ODPi, LeaseWeb, Microsoft, PhoenixNAP, Pivotal, Private Internet Access, Red Hat, Target, Union Investment, and Yahoo. For more information, visit http://apache.org/ and https://twitter.com/TheASF

    © The Apache Software Foundation. "Apache", "Subversion", "Apache Subversion", and "ApacheCon" are registered trademarks or trademarks of the Apache Software Foundation in the United States and/or other countries. All other brands and trademarks are the property of their respective owners.

    # # #

    Sally Khudairi Vice President The Apache Software Foundation +1 617 921 8656


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    References :


    Dropmark-Text : http://killexams.dropmark.com/367904/12988415
    Blogspot : http://killexamsbraindump.blogspot.com/2018/01/people-used-these-ibm-dumps-to-get-100_2.html
    Wordpress : https://wp.me/p7SJ6L-2nd
    Google+ : https://plus.google.com/112153555852933435691/posts/JrPzty865st?hl=en
    weSRCH : https://www.wesrch.com/business/prpdfBU1HWO000ARTC
    Calameo : http://en.calameo.com/books/004923526175aeccfa011
    zoho.com : https://docs.zoho.com/file/2xzfz1ed93d6c545f49f682f67f55995d2997
    publitas.com : https://view.publitas.com/trutrainers-inc/kill-your-c9020-668-exam-at-first-attempt
    Box.net : https://app.box.com/s/lwhy7cwzjb83g7vsywzlfylxt3jojnb7
    speakerdeck.com : https://speakerdeck.com/killexams/once-you-memorize-these-c9020-668-q-and-a-you-will-get-100-percent-marks






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