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C9560-574 exam Dumps Source : IBM Tivoli Business Service Manager V6.1 Implementation
Test Code : C9560-574
Test Name : IBM Tivoli Business Service Manager V6.1 Implementation
Vendor Name : IBM
: 129 Real Questions
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The IBM Tivoli suite of products is a good looking huge church. The latitude of features it will probably control varies from monitoring and discovery of property to business service management (BSM), which links enterprise capabilities and organisational value.
"during the last few years we've been translating the mannequin from programs management to carrier management," says Mark Fieldhouse, approach supervisor for IBM Tivoli.
in this admire, IBM may be accused of aping BMC's positioning - putting procedure over technology - nevertheless it comprises some advanced experience-management elements.
The problem it faces is in assembly the demand for IT governance. it is engaged on a far better link between a project and portfolio management capacity, a stage of integration which is a simple characteristic of IT governance. here is itself simplest massive as a result of IBM has made one of these key priority of IT governance, because it allows for the company to construct on its product and consultancy offerings.
Witness IBM's statements about its dedication to its governance and possibility administration method. Analysts say they are expecting further progress within the coming months.
IBM Tivoli essential to offer better flexibility in the IT team of workers. This become a pre-requisite to CIOs to being in a position to bring forth most important benefits for their companies, via redeploying components to the greater productive, value-adding activities.
"IBM Tivoli provides a complete product however it's effortless to make use of," says Roy Illsley, senior researcher at analyst The Butler neighborhood. "It is correctly integrated on the information layer, not just a veneer on good of present management tools."
This degree of integration is basic for any enterprise-extensive device set, says illsley. "so long as third-birthday celebration equipment can also be built-in at this degree IBM's ordinary Agent (UA) provides this capability," he says.
IBM Tivoli has, like many tremendous carriers' items in this market, tried to observe the ultimate practice guidelines of ITIL. however however, when IBM is in a extra expansive mode, it has created a much-accomplishing set to equipment. Its integrated suite of items can cover the entire spectrum of ITSM. This makes it possible for IBM Tivoli to give an all-encompassing, single function-primarily based portal approach to the person interface. The upshot of here's that each one of this tips can be made obtainable to all of the principal people.
The link to BSM is a significant capability in any methods management tool, says Illsley. In certain the configuration of company suggestions that can power a totally automated response.
It may, for instance, work on the basis of predictive analysis of the systems to invoke a security or backup response. this could fully seriously change the IT assist function from a reactive response unit to a proactive brought-price unit.
one of the vital downsides of this know-how is that these superior, predictive capabilities are handiest viable for certain experience types. moreover, they require the aiding know-how for implementation. besides the fact that children, analysts say that as IBM builds on the talents capabilities of its IBM Tivoli product range, these computerized, predictive responses should be the foundations of an remarkable price proposition. organizations could be in a position to see where they could are expecting their return on funding, and it won't be difficult to visualise the scale.
IBM has one essential differentiator, say analysts. The IBM Tivoli unified procedure (ITUP) product is a point of change between IBM and its rivals, says Butler's Illsley, because it offers a device that helps managers to outline processes. This tool and these strategies may also be based on any variety of general frameworks, from manage goals for suggestions and linked know-how (CoBIT), to ITIL, Six Sigma or any others.
Butler neighborhood's Illsley thinks this is in accordance with what CIOs had been telling him. IBM has delivered a suite of products that supply many of the tools the market wants these days, he says. however there remains scope for improvement.
How does IBM compare to the competition although? other companies have developed items along an identical strains. although, variations are within the element. These rely upon the range of capabilities offered and these in flip hinge on a seller's potential to integrate them with enterprise techniques. here's the place IBM has an talents, as its provider capabilities have blessed it with the skill to form know-how round business processes, and never the other way around.
The dealer's ability to put in force the options in a modular format, that can then work the third-birthday celebration tools that the end consumer may also have already got invested in, is a massive power
"IBM Tivoli is without doubt one of the most advantageous equipment on the market for any individual needing comprehensive feature units retaining manage of a posh IT infrastructure," says Illsley.
IBM turned into canny in recognising this shift at an early stage. It began changing its Tivoli product range from the outdated architectural framework in opposition t this web-enabled beginning mechanism. Who would have idea IBM would triumph at a competition to deliver open systems?
If there is a criticism, it is that realizing the individual product capabilities isn't handy. mainly if they were optional add-ons. normal, although, analysts say IBM Tivoli is a superb product with features that other competitor items lack.
a must-have records
Analysts say that IBM delivered a "mediocre" quarter, however now all eyes are on its coming near near $34 billion acquisition of crimson Hat and no matter if IBM's big wager will repay.
On Tuesday, IBM announced it generated $18.18 billion in earnings this previous quarter, lacking analysts' expectations of $18.51 billion. the following day, IBM's stock was down four%.
IBM's multibillion-greenback acquisition got the business loads of attention, however hasn't resolved simple questions on its huge-photo imaginative and prescient and approach.
"IBM nowadays, they go to a hockey game donning a soccer uniform," Marty Wolf, the founder and president of the mergers and acquisitions advisory firm Martinwolf, advised enterprise Insider. "they are growing to be slower, their margins are less. Their business model is simply too complex. They deserve to deconsolidate. Their belief is, they may be looking like a rhino in a box of cheetahs."
As IBM prepares to shut its red Hat acquisition in the coming quarters, the enterprise has the improvement of a "wait and spot" attitude from buyers, Katy Ring, a research director for IT capabilities at the 451 neighborhood, mentioned.
specifically, IBM is betting on hybrid cloud, which enables organizations to run their workloads both on the general public cloud and on on-premise information facilities. while red Hat should be would becould very well be an important part of doubling down on this method, that on my own may not help IBM comfy the cloud business, analysts say.
"I feel IBM has acquired to make hybrid cloud work as a methodology in order to stay technically relevant in the longer term," Ring noted. "It is familiar with colossal commercial enterprise IT enhanced than another cloud provider, and so, may probably emerge as a much better twenty first century service provider by means of taking open supply software to its massive blue heart."'every thing within the kitchen sink'
IBM mentioned its cloud business grew 10% yr-over-year, producing salary of $19.5 billion. besides the fact that children, analysts say that when IBM stories cloud business, it may well additionally lump in different facets that are not necessarily cloud applications and cloud services however are concerning cloud, similar to consulting and hardware.
read more: IBM inventory sinks three% after hours after lacking Wall street expectations on salary
And the growth nevertheless lags the performance of alternative cloud suppliers: Microsoft Azure grew 76% from a year in the past, and Amazon web capabilities grew forty five%.
"they have an 'every thing within the kitchen sink' approach to cloud," Andrew Bartels, vice president and fundamental analyst at Forrester, instructed enterprise Insider. "They toss everything that might be involving cloud into that bucket. there is a lot of ambiguity and doubtless misdirection which is of their cloud numbers."
IBM's cloud and cognitive-utility unit itself changed into down 2%, producing revenues of $5 billion, and analysts say this is because IBM is dealing with fierce competition from different cloud providers, even in artificial intelligence.
"I believe this suggests that groups like Microsoft and Google and Amazon are gaining more cognitive answer company," Maribel Lopez, the founder and primary analyst at Lopez analysis, informed enterprise Insider. "I believe IBM should get forward of that fashion and make sure they do not lose that industry to the other big cloud providers."
Investing.com senior analyst Haris Anwar mentioned IBM's turnaround approach "continues to be very a lot a piece in growth," as all its segments both declined or had been flat.
"That became a bit disappointing for investors," Anwar advised business Insider. "They have been expecting they're going to see some clear improvements, however that is most likely not the case. they may be nonetheless struggling to compete during this cloud-computing segment by which Amazon and Microsoft had a pretty good run."
That being pointed out, this lack of boom could not always be certain to IBM, Bartels referred to. On the downside, it may be reflective of the market as an entire as other tech agencies document profits this month.
"It might smartly be that IBM is a harbinger of disappointing salary to come back of alternative carriers in the coming weeks," Bartels referred to.
and there's nevertheless some positives, John Roy, united statess lead analyst, talked about. He expects cloud and cognitive functions at IBM to grow, and the company will also benefit from doing away with underperforming property of the business that decelerate the company.
"they are doing extra work in artificial intelligence and expectantly i could hear greater about that," Roy noted.'actual query marks'
Analysts say the arrival quarters could be important for IBM as it closes its acquisition of crimson Hat. Analysts predict this could aid IBM generate earnings.
as soon as the deal closes, IBM can focal point on technical integrations and making a product portfolio that comprises red Hat's offerings — no longer to mention that there can be a cultural adjustment.
Wolf spoke of he has "real question marks" about this.
"lots of people who work at pink Hat don't seem to be going to be that excited to work at IBM," Wolf pointed out. "there is a mixture issue. pink Hat looks like a small piece of IBM's company. one of the reasons individuals like working at crimson Hat is since it's no longer a large conglomerate."
besides the fact that children, analysts say, the question is whether or not the IBM salesforce can sell pink Hat and if IBM services can benefit from pink Hat being part of the company. It could take as a minimum two quarters for that to turn up.
Ring believes the market sentiment towards IBM remains nice, however the business will deserve to make "some bold strikes."
"The crimson Hat acquisition may be very good for IBM if it takes on board the open source way of life that the business brings to IBM and its valued clientele," Ring spoke of. "It could be a disaster if IBM doesn't adapt its way of life immediately adequate to tug through this improvement for business buyers."
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IBM Business Continuity and Resiliency Services (BCRS) team helps clients protect their mission-critical information and maintain continuous business operations, with help from Cisco MDS solutions and Cisco Services.
Business Continuance describes the processes, procedures and technology solutions an organization puts in place to ensure that essential business functions can continue after a disruption. A good business continuance plan consists of risk analysis, contingency planning, and a disaster recovery plan that includes technology solutions to address recovery and data protection needs of business-critical applications. The cost of outage, whether due to natural disasters, power failure, or malicious acts, is usually in tens of thousands of dollars to Millions, depending upon the nature of the business.
Recently, IBM BCRS in the United Kingdom engaged with a new operating entity of a world-leading financial services organization, to ensure that the organization’s business data was backed up and preserved in the event of a disruption. The client chose IBM Managed Backup offerings. To support the customer requirements, IBM had to build the SAN infrastructure from the ground up, it teamed with Cisco to create and implement a dedicated, large-scale, best-of-class enterprise SAN solution.
The client’s primary need was to establish a backup infrastructure and processes for maximum resiliency. The client organization has more than a petabyte of data now and expects storage needs to increase by 500 TB year over year. Hence scalability was a huge concern. The SAN switching core must be able to easily accommodate growth and maintain high performance.
Business Challenge faced by the client is summarized here
The new SAN design spanned across two locations connect by DWDM links ( see network diagram below). For the SAN core, IBM chose Cisco MDS 9513 Multilayer Directors—high-performance, multi-protocol, director-class. For edge switches, IBM chose Cisco MDS 9148 Multilayer Fabric Switches. This high-performance, flexible platforms deliver the industry’s highest port density and lowest power consumption available in a compact one rack-unit (1RU) chassis form factor.
The two locations are connected using 4×8-Gbps dense wavelength division multiplexing (DWDM) links. Fibre Channel traffic is extended over those links. Edge switches are connected to the core with 4×8-Gbps Fibre Channel links. For backup, the IBM TS3500 Tape Library connects directly to the Cisco MDS 9513 switches using 8-Gbps links. IBM Tivoli Storage Manager provides backup services, and the servers connect to the fabrics through Cisco MDS 9148 switches.
Total storage capacity for the production environment is approximately 875 TB, while capacity in the backup environment is 750 TB. This architecture now provides comprehensive backup capabilities across sites for maximum resiliency.
The whole infrastructure is managed by Cisco Prime Data Center Network Manager (DCNM). The customer liked Cisco DCNM because it’s a best-of-breed solution and easy to learn. According to Jamie Levett, Lead Infrastructure Architect “This feature is critical because the IBM BRCS SAN management team is centralized offshore, and it needed to be able to quickly learn and manage the new SAN.”
“Implementation ran smoothly with outstanding support from Cisco. Besides building and configuring the deployment, Cisco delivered superb education to their engineering, SAN management, and operations teams. Together, IBM and Cisco operated as one team to get the right solution implemented on time.” Jamie Levett Lead Infrastructure Architect, IBM Business Continuity and Resilience Services.
Levett notes that the education and knowledge transfer gained from this implementation will be invaluable in helping secure future client engagements.
Cisco along with IBM provides products and technologies that help ensure high availability, reliability, and security for building scalable storage networks and allow optimized distance extension over regional, metro, and long-distance optical and IP networks.
Cisco has made a strong investment in the SAN product portfolio to meet performance, reliability, scalability, and flexibility requirements for the decade ahead. Cisco, last year introduced the first two members of its 16G fibre channel family- Cisco MDS 9710 Multilayer Director and MDS 9250i MultiServices Switch. Cisco also provides a complete end-to-end unified data center fabric that is powered by the same NX-OS operating system across its award-winning product line–Cisco Nexus® for data center Ethernet networking, Cisco MDS for storage networking, and Cisco UCS® for compute.
In order to address new market requirements Cisco will be introducing new products and solutions on July 31st. To learn more please attend this Webinar (August 12th, 8:00 PST – Register Now)
For more info
MDS product info : www.cisco.com/go/mds and Full case study – PDF
The IBM Tivoli suite of products is a pretty broad church. The range of functions it can manage varies from monitoring and discovery of assets to business service management (BSM), which links business services and organisational value.
"Over the past few years we've been translating the model from systems management to service management," says Mark Fieldhouse, strategy manager for IBM Tivoli.
In this respect, IBM could be accused of aping BMC's positioning - putting process over technology - but it includes some advanced event-management features.
The challenge it faces is in meeting the demand for IT governance. It is working on a better link between a project and portfolio management capability, a level of integration which is a fundamental characteristic of IT governance. This is itself only significant because IBM has made such a key priority of IT governance, because it allows the company to build on its product and consultancy offerings.
Witness IBM's statements about its commitment to its governance and risk management strategy. Analysts say they expect further progress in the coming months.
IBM Tivoli needed to offer greater flexibility in the IT workforce. This was a pre-requisite to CIOs to being able to bring about major benefits for their companies, by redeploying resources to the more productive, value-adding activities.
"IBM Tivoli provides a comprehensive product but it's easy to use," says Roy Illsley, senior researcher at analyst The Butler Group. "It is properly integrated at the data layer, not just a veneer on top of existing management tools."
This level of integration is essential for any enterprise-wide tool set, says illsley. "As long as third-party tools can also be integrated at this level IBM's Universal Agent (UA) provides this capability," he says.
IBM Tivoli has, like many large vendors' products in this market, tried to follow the best practice guidelines of ITIL. But on the other hand, when IBM is in a more expansive mode, it has created a far-reaching set to tools. Its integrated suite of products can cover the entire spectrum of ITSM. This enables IBM Tivoli to provide an all-encompassing, single role-based portal approach to the user interface. The upshot of this is that all of this information can be made available to all the relevant people.
The link to BSM is a significant capability in any systems management tool, says Illsley. In particular the configuration of business rules that can drive a fully automated response.
It might, for example, work on the basis of predictive analysis of the systems to invoke a security or backup response. This would completely transform the IT support function from a reactive response unit to a proactive added-value unit.
One of the downsides of this technology is that these advanced, predictive capabilities are only possible for certain event types. Additionally, they require the supporting technology for implementation. However, analysts say that as IBM builds on the potential capabilities of its IBM Tivoli product range, these automatic, predictive responses will be the foundations of an impressive value proposition. Businesses will be able to see where they can expect their return on investment, and it won't be difficult to visualise the scale.
IBM has one important differentiator, say analysts. The IBM Tivoli unified process (ITUP) product is a point of difference between IBM and its competitors, says Butler's Illsley, because it provides a tool that helps managers to define processes. This tool and these processes can be based on any number of standard frameworks, from control objectives for information and related technology (CoBIT), to ITIL, Six Sigma or any others.
Butler Group's Illsley thinks this is in line with what CIOs have been telling him. IBM has delivered a suite of products that provide most of the tools the market wants today, he says. But there is still scope for improvement.
How does IBM compare to the competition though? Other vendors have developed products along similar lines. However, differences are in the detail. These depend on the range of capabilities offered and these in turn hinge on a vendor's ability to integrate them with business processes. This is where IBM has an advantage, as its service capabilities have blessed it with the ability to shape technology around business processes, and not the other way around.
The vendor's ability to implement the solutions in a modular format, which can then work the third-party tools that the end user may already have invested in, is a major strength
"IBM Tivoli is one of the best tools on the market for anyone needing comprehensive feature sets keeping control of a complex IT infrastructure," says Illsley.
IBM was canny in recognising this shift at an early stage. It started converting its Tivoli product range from the previous architectural framework towards this Web-enabled delivery mechanism. Who would have thought IBM would triumph at a competition to provide open systems?
If there is a criticism, it is that understanding the individual product capabilities is not easy. Particularly if they were optional add-ons. Overall, though, analysts say IBM Tivoli is an excellent product with features that other competitor products lack.
IBM this week will host its inaugural service management show, dubbed Pulse 2008, at which Big Blue intends to update products and services designed to improve operational efficiencies for customers looking to improve service delivery while keeping costs in check.
The show brings together three product sets from three IBM acquisitions: Tivoli, Micromuse and MRO Software. But IBM officials say the software suites of the respective acquired companies have been integrated to deliver on IBM's goal to help customers deliver higher-quality IT services at lower costs. IBM Global Technology Services will also take part in the service management show -- expected to draw up to 4,500 attendees spanning IBM employees, business partners and customers -- with new services designed to help enterprise IT managers better prepare for optimizing service management in their environments.
To start, Big Blue is offering through its services organization the Service Management Quick Start and Healthcheck offering. The services include an upfront analysis of current IT and business environments, after which IBM would suggest best practices to help customers improve IT efficiency and alignment with business strategy.
As part of these services IBM updated its free IBM Tivoli Unified Process tool. IT managers can tap the Web-based tool for information, guidance and detailed how-to steps to help them better understand and implement the processes laid out in the ITIL best practice framework, which focuses in part on service delivery, service assurance and service management. IBM will also join competitors BMC and CA with a foray into service accelerators, or on ramps, to adopting service management best practices and products.
IBM will make available this week "new accelerator services to help clients double the speed of implementation and maximize their IT investment by leveraging IBM's vast experience in deploying Tivoli software," an IBM press release reads. "Using a business value calculator to help clients establish baseline gain, IBM's new accelerator services using a series of standardized templates and workflows to help clients take advantage of experiences from other implementations."
Big Blue also integrated five products to provide service delivery and process automation to customers looking to cut the costs around service requests. IBM says its Service Delivery and Process Automation Foundation integrates Tivoli Service Request Manager, Tivoli Change and Configuration Management Database, Tivoli Asset Management for IT, Maximo Asset Management and Tivoli Release Process Manager. This product bundle is integrated, includes workflows and uses an architecture built on the ITIL Version 3 best practice framework. IBM says this foundation can cut service requests costs by up to 50% in customer environments.
"IBM's service management message is that they have done it and they can help customers get the right set of people in place in their organizations to ultimately make the IT operations run smoother, which will make the business run smoother," says Doug Brown, vice president of service management at IBM Tivoli.
IBM officials also revealed they plan to launch at Pulse a social networking community to enable IT service managers to work with peers around implementing and maintaining ongoing service management efforts. Big Blue is also announcing updates to several existing software applications; more details to come from the show.
Note: In addition to my Network World and newsletter coverage, I started to blog on management technologies. Check out my musings on the market and other topics here.Learn more about this topic Join the Network World communities on Facebook and LinkedIn to comment on topics that are top of mind.
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