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P2170-013 exam Dumps Source : IBM Intelligent Operations Center Technical Mastery Test v1
Test Code : P2170-013
Test Name : IBM Intelligent Operations Center Technical Mastery Test v1
Vendor Name : IBM
: 31 Real Questions
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IBM® Smarter Cities® Emergency management solutions include quite a number superior-of-breed applied sciences from IBM and IBM company companions to address the emergency administration challenges dealing with cities. These solutions assist cities in accumulating, consolidating, inspecting, visualizing and distributing important tips amongst dissimilar organizations and first responders.
IBM Corp. has developed a brand new offering in line with its work with native governments and it going after what is usually a $57 billion market.
large Blue, drawing on some 2,000 "sensible metropolis" projects it has labored on in contemporary years, has launched its intelligent Operations center for Smarter Cities, an answer designed to help cities of all sizes get an built-in view of assistance throughout metropolis departments and groups.
The clever Operations core combines analytics applied sciences created by means of IBM analysis working with cities world wide, similar to a latest undertaking in Rio de Janeiro, Brazil, together with those received in fresh acquisitions.
IDC executive Insights estimates the brand new smarter cities IT market possibility at $34 billion in 2011, increasing greater than 18 percent per year to $57 billion by 2014.
metropolis managers can practice the expertise via a unified operations middle to accurately acquire, analyze and act on information about city methods and capabilities; analyze real-time assistance to stronger mannequin and expect issues; and combine precise-time assistance from throughout multiple city techniques to foster collaborative choice-making, IBM officers talked about.
“Cities will benefit from a logically important means of understanding their data, of coming to the conclusions about which analytics to use, of using those analytics and visualizing those results,” stated Mark Cleverley, IBM’s director of public protection solutions.
The operations middle does not necessarily need to be a physical center. It is usually a digital portal with multiple facets of entry, Cleverley spoke of. The principle in the back of the theory is to give municipalities with a collection of pre-packaged products that assist cities profit a holistic view across departments and organizations, he referred to.
The purpose is to support cities of all sizes use analytics more without problems to make intelligent selections in accordance with greater nice and timelier advice. metropolis managers can access counsel that crosses boundaries, so that they’re now not focusing on an issue inside a single area. they can delivery to feel about how one company’s response to an experience affects different companies, Cleverley referred to.
native leaders can manage a spectrum of routine, each planned and unplanned, akin to deploying water preservation crews to restore pumps earlier than they destroy, alerting fireplace crews to damaged fire hydrants at an emergency scene, or looking forward to traffic jam and preparing redirection scenarios.
As city managers consolidate IT infrastructures to cut charges and in the reduction of duplication, they are putting more of a focus on operating smarter cities. Gaining a holistic view of metropolis operations is a wave of the long run, stated Thom Rubel, vp of analysis at IDC executive Insights.
IBM plans to build on the foundation of IOC, providing pre-designed capabilities to herald suggestions from different city domains, corresponding to energy, health, public works, public protection, transportation and water.
IOC is not anything IBM has pulled out of a hat but reasonably “is based on true assignment-primarily based experience,” Cleverley observed. IBM is making use of the premiere practices and options the company has gleaned from greater than 2,000 smarter cities engagements.
for instance, officers in Rio de Janeiro are working with IBM on a multimillion-greenback plan that includes a metropolis Operations core to aid meteorologists, geological surveyors, field operations and security work collectively to velocity up emergency responsiveness. After a collection of floods and mudslides claimed the lives of 100 people in April 2010, city officers diagnosed the need to tremendously overhaul metropolis operations, a huge step additionally in getting ready for the realm Cup in 2014 and the Olympics in 2016.
The Rio de Janeiro middle integrates suggestions from multiple govt departments and public corporations to improve city safety and responsiveness to a number of kinds of incidents, together with in the neighborhood essential flash floods and landslides.
As part of the agreement, IBM research scientists have developed a high-resolution weather forecasting and hydrological modeling equipment for Rio de Janeiro, which could predict heavy rains as much as 48 hours in strengthen.
The Rio de Janeiro middle is an actual physical area. "we're working on a cloud-primarily based version of [IOC] so it received’t necessarily need to be on premise,” despite the fact most cities will want it on premise, Cleverley said. A cloud computing model could be eye-catching to lessen-tier cities with fewer monetary and IT components, he delivered.
IBM is organising a neighborhood of company partners to be able to improve complementary options with advantage in areas akin to structure and water management, devices together with video cameras and smart meters, and city features utility. companions working with IBM encompass: AECOM, Badger Meter, ESRI, Telvent, Veolia Water North america and VirtualAgility.
The clever Operations core for Smarter Cities can charge is dependent on the quantity of integration required, variety of users, how it is deployed -- shared, cloud, and many others -- and the dimension of the metropolis.
Rutrell Yasin is is a freelance know-how writer for GCN.
each fan who visits Miami's sun life Stadium has individual parking habits, bathroom break patterns, favourite concession stand meals and finest seats from which to observe the large game or are living concert adventure. Stadium managers hope to respond to the desires and needs of each vacationer with the aid of teaming up with IBM to song the ebb and circulate of humanity inside the seventy five,000-seat constructing.
a first step comes from monitoring anything else that might affect the crowds that come to relish WrestleMania in the spring or a Miami Dolphins NFL video game in the fall. The stadium's new IBM's clever Operations middle permit the personnel to reply basically straight to adjustments in parking, weather forecasts and even shortages of beer or nachos at a specific concession stand — the first precise-world test is determined for an soccer online game between Mexico and Columbia on Wednesday.
"The stadium is definitely a microcosm of what we're experiencing with smarter cities," talked about Michael Gerentine, global vice president of channels and midmarket marketing at IBM. "site visitors, safety challenges, climate, crowd handle; a lot of these concerns exist in a small or enormous cities."
Stadium personnel can already use IBM's equipment to quickly redirect enthusiasts to free parking spaces and shut off full parking a whole lot among the many 24,000 attainable areas. however the stadium may someday also have sensors to track every incoming car, in place of put somebody on the roof to count traffic using a pair of binoculars, pointed out Tery Howard, chief technology officer for the Miami Dolphins.
"We compete with the high-definition television within the comfort of their homes," Howard informed InnovationNewsDaily. "We don't need it to be an effort for fans to return out on account of considerations with parking and standing in line to buy a scorching dog."
IBM's equipment helps the stadium control the realm's largest collection of venues promoting everything from tickets to T-shirts. personnel contributors get hold of signals about certain income or foot-site visitors benchmarks being hit, and may stream right away to enforce the cutoff on alcohol revenue on the end of the third quarter throughout Miami Dolphin games.
The latest weather forecasting additionally performs a role in a metropolis where rainstorms can get away in the center of a sunny day. IBM's core gives up-to-the-minute guidance concerning the possibilities of unhealthy climate in a ten-mile radius and lightning strikes in a 5-mile radius across the stadium.
"Operations group of workers is ecstatic because they can be at command submit or strolling round stadium getting signals when thresholds are hit," Howard explained. "they could go online and notice the heartbeat of the stadium at any given time from when gates open to when gates shut."
Howard praised IBM's gadget for fitting in on correct of the stadium's "legacy" techniques without disrupting any of its regular ticketing or income. The IBM clever Operations center readily sits on right of every little thing so that it may well scrape and grab data — advice that could at some point help the stadium respond to individual fans rather than just the overall crowd.
"When coping with seventy five,000 abilities fanatics for a 4-hour construction, they try to customise the experience for the loads," Howard talked about. "it's what they want to achieve."
you could comply with InnovationNewsDaily Senior writer Jeremy Hsu on Twitter @ScienceHsu. comply with InnovationNewsDaily on Twitter @News_Innovation, or on facebook.
© 2012 InnovationNewsDaily.com. All rights reserved. more from InnovationNewsDaily.com.
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ASU engineering students take on a supercomputing challenge before an audience of industry heavyweightsAfter months of intense training, a team of Arizona State University students is set to compete in an especially challenging marathon on an international stage. But it isn’t a road race. This race takes place in cyberspace.
Six students in ASU’s Ira A. Fulton Schools of Engineering will have their computing skills vigorously tested in a contest that demands roughly 48 straight hours of brain power, technical ability, and mental and physical endurance. Download Full Image
The ASU Cluster Devils will face several teams from universities in the United States and other countries in the Student Cluster Competition during SC09 – the Supercomputing Conference 2009 – Nov. 14-20 in Portland, Ore.
Cluster computing involves networking (or “clustering”) at least several advanced computers together to provide the computing capacity necessary to work out especially complex mathematical and technical problems.
“It’s about having many computers communicating with each other, except these computers are powerful enough to do something in hours that would take your typical personal computer at home about a week or so to do,” says Benjamin Jimenez, a senior ASU aerospace engineering student.
He is joined on the ASU Cluster Devils by Richard Wellington, a senior computer science student; Tricia Hurd, a senior chemical engineering student; Megan Kearl, a junior computer science and biology and society student; Patrick Lu, a junior computer systems engineering student; and Michael Johanson, a senior computer science student.
At SC09 they will be given a series of science and engineering problems to analyze and solve in an allotted period of time – and with an allotted limit of power – using an array of computers they have assembled and linked.
“Sometimes they will all be working at once, other times we’ll go in shifts,” Jimenez says. “It’s pretty much nonstop for a couple of days. You usually end up with students sleeping under tables and behind banks of computers.”
The competition is designed to test students’ mastery of analyzing codes and optimizing computing performance. “They give you tough problems that reveal your ability to think logically and creatively,” Wellington says. “It really tests your levels of patience and determination. It’s a mental marathon.”
Fortunately, the Cluster Devils have strong allies. The team is sponsored by the Microsoft and IBM companies. Microsoft’s high-performance computing team has provided software and IBM has provided hardware for the Cluster Devils’ systems.
The team will use Microsoft’s Windows High Performance Computing Server 2008 and IBM’s System x iDataPlex.
Both companies also have sent representatives to help demonstrate the equipment for the Cluster Devils, and provided team members trips to Microsoft headquarters in Redmond, Wash., to get training from professional computer scientists and engineers.
“The trips were phenomenal,” Jimenez says.
“We’re excited about this competition,” says Matt Blythe, a member of Microsoft’s Windows marketing team. “This is a fun part of their academic outreach. This will help us test the quality of their products, to see how well students are able to use this technology and be successful.”
In addition, the team has been able to make use of hardware, work space and power sources at the Ira A. Fulton Schools of Engineering High Performance Computing Initiative (HPCI) center. The Cluster Devils are now part of HPCI’s undergraduate student outreach team.
The Cluster Devils also are getting the benefit of coaching from Earl Duque, manager of applied research for Intelligent Light, a high-tech company specializing in high-performance computing for fluid flow simulations (www.ilight.com).
Duque also is a mechanical engineering associate research professor at Northern Arizona University (NAU). A former member of an advanced computational research methods group for NASA, he currently teaches and develops high-performance computing software and methods for computational fluid dynamics.
Team members are drawing on his expertise in these advanced areas of engineering and computing to guide their competition strategy.
The Cluster Devils will compete in front of a global audience, including some of the computer industry’s leading companies and research institutions. SC09 is expected to draw several thousand participants and more than 10,000 overall attendees from throughout the world.
Besides Microsoft and IBM, such companies as Hewlett Packard, Lockheed Martin, Intel and Dell will be represented, as well as national laboratories such as Oak Ridge, Sandia and Los Alamos, and NASA labs.
Along with exposure to heavyweights in the computer world, ASU team members get an opportunity to gain engineering career experience beyond the classroom.
Two members of last year’s team, including Patrick Lu, were hired for internships at Oak Ridge National Laboratory as a result of their participation in the student supercomputing competition.
Jimenez and Wellington also were on last year’s team – the first ASU student team ever to compete at the supercomputing conference.
They say there’s more of a lure to the event than the spirit of competition. “All of their team members either got internships or made some contacts that could lead to future opportunities,” Jimenez says.
Supercomputing “is a fascinating and cutting-edge field that’s going to be more important in every area of science and engineering,” he says. “I think more students need to become aware of what great opportunities there are.”
For more information, see the ASU Cluster Devil’s Web site and blog at http://clusterdevils.com/">http://clusterdevils.com/">http://clusterdevils.com/
Today's column is brought to you by the letter "T," lead letter for the T-shaped professional, a unicorn of sorts in today's labor market, and the T-shaped organization, whose mastery both in managing existing operations and hosting innovation will set the pace for tomorrow's businesses.
The concept of T-shaped skills was first introduced over 20 years ago, but its importance to both individuals and organizations has continued to rise. A growing number of articles have been extolling the value of T-shaped professionals, that is, individuals who combine deep cognitive, analytical, and/or technical skills in a specific discipline, with broad multidisciplinary, social skills.
As described by IDEO CEO Tim Brown:
The vertical stroke of the T is a depth of skill that allows them to contribute to the creative process. That can be from any number of different fields: an industrial designer, an architect, a social scientist, a business specialist or a mechanical engineer. The horizontal stroke of the T is the disposition for collaboration across disciplines.
T-shaped skills are increasingly valued in the marketplace. For example, a recent paper by Harvard University professor David Deming showed that labor markets have been rewarding those individuals with strong social skills, that is, with interpersonal skills that facilitate interactions and communications with others. Prof. Deming’s research showed that since 1980, social-skill intensive occupations have enjoyed most of the employment growth across the whole wage spectrum. Employment and wage growth have been particularly strong in jobs requiring both high cognitive and high social skills. But since 2000, they have fallen in occupations with high cognitive but low social skill requirements, - “suggesting that cognitive skills are increasingly a necessary but not sufficient condition for obtaining a high-paying job.”
Another recent paper, by Ernest Wilson, dean of the Annenberg School of Communications and Journalism at the University of Southern California, described a recent study to better understand the key competencies companies are looking for. The study asked business leaders around the world what attributes executives must have to succeed in today’s digital economy. Its found that the traditional hard skills typically provided by engineering and business schools must be complemented with a set of so-called soft skills or attributes. Five such attributes were identified in the study: adaptability, cultural competence, 360-degree thinking, intellectual curiosity, and empathy.
Why are these soft attributes so valued in today’s business environment? What’s wrong with I-shaped people with strong individual skills? Mr. Brown offers a very good answer to these questions:
Most companies have lots of people with different skills. The problem is, when you bring people together to work on the same problem, if all they have are those individual skills - if they are I-shaped - it’s very hard for them to collaborate. What tends to happen is that each individual discipline represents its own point of view. It basically becomes a negotiation at the table as to whose point of view wins, and that’s when you get gray compromises where the best you can achieve is the lowest common denominator between all points of view. The results are never spectacular but at best average.
What if someone has strong soft attributes but lacks deep skills? “Somebody who’s just got the cross of the T- it’s an empty experience,” adds Mr. Brown. “In their environment, we’re only effective if they get things done. We have to design things. Much of that is based on people using their individual skills to get things done, whether it is prototyping or engineering something.”
The growing demand for T-shaped skills points to the rise of the T-shaped organization. There are multiple ways of defining the attributes of such an organization, but one that I think is particularly applicable to their times is that a T-shaped organization is both good at the management of its existing operations, as well as being good at the strategy and innovation needed for a healthy future. It’s not so easy to be good at both operations and strategy because they require fairly different talents and cultures.
Operational excellence entails improving the existing products and services of the company with incremental innovations that will add new features, lower costs and improve quality. It requires detailed analysis of technologies, quality, processes, competitors, customer satisfaction and market segments. It means nurturing employees, business partners and customers, as well as meeting the financial expectations of investors.
But preparing for the future, especially with strategies based on new, disruptive innovations, requires a very different management style. It cannot be based on rigorous information analysis, because with new strategies, there is little information to analyze in their early stages. There are lots of unknowns because, early on, it’s not clear how the market for a new technology, product or service will develop. It requires establishing an early market presence and well-planned experimentation; close external collaborations with research communities, business partners and early adopters; and continuous refinement until it becomes clear what the company's strategy should be.
A lot of companies have trouble dealing with the delicate balance required of T-shaped organizations. The operational demands are so intense, especially in their fast-moving, highly competitive and demanding times, that just about all the efforts and funds of the company are spent managing its core business. Consequently, the management team is just flat out of time and energy to be able to nurture a new business opportunity with small near-term revenues and a promising but unpredictable future.
The disciplined, analytical approaches generally taught in engineering and business schools work well when dealing with well defined products to be developed or concrete problems to be solved. But, they’re less effective when dealing with highly complex, fast-changing problems, where it’s often not clear what’s going on in the present, let alone how things will evolve into the future. They need different principles and processes to address this class of problems. This is where they need a more holistic, collaborative approach to pull together everything that’s known about the problem, and a more team-based approach to help come up with a creative, pragmatic solution.
The rise of the T-shaped organization is not surprising. Companies need to break out of their organizational siloes to better adapt and respond to their fast-changing competitive environment. Collaboration - both within their own boundaries and beyond, - is indispensable for innovation. Incremental changes are no longer sufficient in a world that’s substantially more complex, volatile and uncertain. We need to find creative approaches to existing problems as well as identify important new problems to solve. In the end, this is what a T-shaped organization is all about.
Irving Wladawsky-Berger worked at IBM for 37 years and has been a strategic advisor to Citigroup and to HBO. He is affiliated with MIT, NYU and Imperial College, and is a regular contributor to CIO Journal.
As cloud computing provides new levels of flexibility and scalability, it's also changing the way organizations...
develop and deploy software. And, as a result, it's driving a new breed of cloud app developers.
Chances are that your career as a software developer will eventually take you to the cloud. However, next-generation computing requires new ideas, skill sets and tools. Prospective employers don't just need code jockeys; emerging cloud app developers must also be architects, engineers, analysts and technicians.
Here are six key questions that might pop up in your next cloud app developer interview.What is your programming background and skill set?
A prospective employer has already read your resume but will want to review your core programming skills. Recap your formal training, such as bachelor's degrees and certifications, but, remember, that won't win the job. Also talk about what you're doing now -- and how that meshes with the job's requirements.
Make sure you're an expert with at least five years of hands-on experience in most, or preferably all, major languages used by the prospective employer, such as Python, Perl and Java. If the job involves Web development, show at least four years of experience with HTML5 and jQuery.
It's one thing to code software. It's another thing to get that software to run well in a cloud.
Modern software development involves detailed integration tasks, and many cloud app developers require knowledge of back-end systems integration with platforms like NoSQL, Dynamo.db, Amazon Simple Queue Service and Microsoft Access.
In addition, demonstrate experience with popular development tools like Pivotal Software's Spring Boot, and with open source Web application frameworks and tools.What cloud platforms have you used?
It's one thing to code software. It's another thing to get that software to run well in a cloud. A prospective employer will want to see that you understand cloud platforms and providers, such as Google Cloud Platform, Amazon Web Services (AWS) and Microsoft Azure.
Employers will also want to see that you can use the services available from a provider. For example, an employer using AWS will want cloud app developers who can provision compute resources like Amazon Elastic Compute Cluster, Amazon EC2 Container Service or Amazon Simple Storage Service.
This requires mastery of the cloud provider's management interface options, such as Web-driven portals, command line interfaces and APIs. A cloud developer needs to manage the cloud environment, pull and analyze reporting, manage budgets, retire unused resources, and integrate cloud services with the software being developed.What other development tools have you used?
An employer wants to know the tools you use and whether you can easily transition to their tool sets. Cloud app developers commonly use DevOps or continuous integration and continuous delivery (CICD) tools, so expect to show at least three years of experience with open source tools like Gradle or Jenkins.
Emphasize the importance of automation in DevOps or CICD practices. Most of these tools facilitate automation to streamline code management, collaboration and deployment, which is critical for large development environments.What does your development team and process look like?
Cloud app developers never work alone. Any agile, CICD or DevOps model involves multiple disciplines for coding, testing and deployment. And success with these models requires flexibility and collaboration between team members, users of the software being developed and management.
An ideal cloud developer is a great troubleshooter and resolves software defects, as well as cloud architecture shortcomings.
Prospective employers want a cloud developer who is versatile and has a solid grasp of software development standards. Cloud app developers should participate in application requirements, design review meetings, and in testing processes. An ideal cloud developer is a great troubleshooter and resolves software defects, as well as cloud architecture shortcomings.How do you approach software development for the cloud?
Employers want to know how well your existing development process meshes with theirs. Explain your common development process, ranging from requirements gathering to team selection choices to coding and testing cycles. The prospective employer will generally try to determine if you're comfortable with fast-paced development models, such as DevOps or continuous delivery. It doesn't have to be a direct match on all points, but the closer your process is to the employer's, the faster you can transition to the new job.
Underscore your object-oriented programming skills, and reiterate any experience with cloud application architecture and microservices development for public cloud. Draw from your real project successes and show how your work has added value to the business.How do you handle multicloud environments or cloud interoperability?
Many businesses embrace more than one cloud platform for resiliency and cost savings. For example, a business might use multiple public cloud providers for redundancy, to ensure lower latency or for data backup.
Despite these benefits, multiple clouds can pose serious difficulties for cloud app developers. Providers' services and APIs usually differ, meaning an application developed specifically for AWS might not run properly on Google Cloud Platform or other public clouds.
Such differences between providers will likely fade over time. In the meantime, a developer with multicloud expertise might be a huge benefit down the road -- even if the employer isn't actively managing a multicloud environment. Consider how you accommodate multiple providers that can run code redundantly, handle failover from different providers or support synchronized data stores.
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