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000-012 exam Dumps Source : IBM Tivoli Usage and Accounting Manager V7.1 Implementation

Test Code : 000-012
Test cognomen : IBM Tivoli Usage and Accounting Manager V7.1 Implementation
Vendor cognomen : IBM
: 102 true Questions

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IBM IBM Tivoli Usage and

: IBM glitter Storage programs CTO Andy partitions | killexams.com true Questions and Pass4sure dumps

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Amid $34B IBM buyout, red Hat makes its own acquisition | killexams.com true Questions and Pass4sure dumps

No consequence discovered, try modern key phrase!A month after IBM announced its $34 billion purchase of Raleigh’s red Hat ... from Google to Amazon to Microsoft. They might utilize distinctive clouds and flux between them with no requisite to alternate any of their ...

IBM Beefs Up Tivoli for the Cloud | killexams.com true Questions and Pass4sure dumps

  • submit
  • nowadays IBM (s IBM)  announced that six universities are the usage of its cloud computing lore to deploy and manage clouds create in Qatar, Africa and in Japan. it is using Hadoop for allocating materials in the cloud — something it first begun doing in 2007 when it teamed up with Google (s GOOG) for its first cloud undertaking. on the grounds that that point, IBM has mixed Hadoop and its Tivoli programs management software in many of its efforts. Now it’s going further.

    Dennis Quan, director of autonomic computing with IBM, spoke of that future efforts will likely contain Tivoli’s Workload Scheduler — probably to maneuver genuine compute jobs operating in a cloud. Quan didn’t trap into too many specifics, and an IBM spokeswoman stated that the enterprise plans to configuration an announcement in February about Tivoli and cloud computing. this sort of stream would prolong IBM’s efforts beyond comfortably making it effortless to create a cloud to allowing IT managers to manage jobs working in them.

    advertisement

    If IBM thinks IT managers that buy its utility are searching for befriend controlling their labor movement within the cloud, probably organisations are inclined to embody the theory of the utilize of clouds inside the corporate firewalls or for mission-vital jobs. companies could subsist ready to utilize the cloud as more than regularly occurring compute cycles of closing go once they sum at once require excess processing energy.




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    000-012 exam Dumps Source : IBM Tivoli Usage and Accounting Manager V7.1 Implementation

    Test Code : 000-012
    Test cognomen : IBM Tivoli Usage and Accounting Manager V7.1 Implementation
    Vendor cognomen : IBM
    : 102 true Questions

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    IBM Tivoli Usage and Accounting Manager V7.1 Implementation

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    Improving IT Charging Based on Services | killexams.com true questions and Pass4sure dumps

    This chapter is from the reserve 

    IT charging is the process of billing for IT services rendered to internal or external customers. The charging process uses two key sets of information: 1) rates based on accounting information, forecasts of current and future customer demand, and other germane information; and 2) usage information based on actual measures and estimates. Together, this information is used to create a price, or assessment, for a given service, as shown in design 4-5.

    Figure 4-5

    Figure 4-5 Charging process develops rates, captures utilization, and results in a cost or assessment.

    Determining Cost seat Charging Methods

    As organizations develope from a reactive IT organization to an IT cost center, they develop a standardized permeate or assessment framework using a chargeback (or IT costing) model to define available costs associated with its services. Through the development and population of a chargeback or IT costing model, you will determine your service rates. There are many different definitions of chargeback models, but they combine IT accounting data to determine a service's cost with usage data from capacity management and other processes to develop a price. In an article on CIO.com, titled "Chargeback Demonstrates IT Value in the Enterprise," impress J. Denne discusses a number of approaches to developing chargeback methods.10 They comprise subscription, peak flat usage, user-based pricing, and ticket-based pricing.

    Regardless of the pricing manner you choose, cost centers, by definition, permeate an commandeer flat of fees for IT products and services to exactly equal the costs incurred by the IT organization to provide these IT products and services, which is considered "break even" from a fiscal perspective.

    To befriend you develop your rate and a means for capturing utilization information, they contain summarized a universal manner for developing a chargeback model. This manner includes developing a chargeback model to determine the rate; populating the chargeback model with a fuse of assumptions, averages, and actual costs; and determining utilization, or quantity of services. Developing measures of utilization is a key link to the demand management process.

    Develop Chargeback Model to Determine Rate for Each Service

    The cost seat uses the chargeback rate and utilization manner to develop a pricing or assessment manner to retrieve these costs through a permeate or assessment. To determine your service (or chargeback) rate, you should start by creating a chargeback template to determine your cost and populate the chargeback template with expense information. This will befriend you determine the cost of your specific service. Then, based on your pricing decisions and aptitude to determine service utilization, you can determine the rates you will permeate for a given service.

    To determine your chargeback rate, you first requisite to know your cost. They recommend that you develop a template for collecting information by service that allows you to provide a top-level summary sheet, while besides providing significant detail on specific areas in the services inputs and buildup worksheet.

    The top-level summary sheet can then subsist used as a common language between the trade unit and IT unit regarding the cost of a specific service. Table 4-6 shows a simple framework to develop the top-level summary sheet. The top-level summary worksheet highlights the unloaded chargeback rate, applicable overhead rates, and published chargeback rate for your services. The unloaded chargeback rate, besides often referred to as sum direct costs, is the cost without any overhead applied.

    Table 4-6. Top-Level Summary Sheet

    Published Service

    Unloaded Chargeback Rate

    Administrative Overhead Rate

    Published Rate (Rounded)

    Hosting

    $16,428

    5%

    $17,250

    Batch processing

    $2,857

    5%

    $3,000

    Collaboration service

    $3,809

    5%

    $4,000

    This top-level summary sheet is useful to both the IT organization and the trade group because it:

  • Is simple to understand
  • Demonstrates transparency of overhead costs, which can subsist a contentious issue between trade units and IT organizations
  • Provides detail to executives who might subsist reviewing their rates and budget
  • Next, the organization should develop a summary of key costs for each service, such as the service inputs and buildup worksheet in Table 4-7. These costs comprise hardware, software staff costs, and other cost types. If an organization has created cost types within its IT accounting practices, these costs should match these types within this sheet. This sheet is critical for transparency of IT costs and establishes a common understanding with the trade unit. The trade unit and the IT department can review the various inputs to a service to determine whether they are necessary.

    Table 4-7. Services Inputs and Buildup Worksheet

    Published Services

    Hardware Cost (Purchase Price)

    Operating System (One-Time Cost)

    Staff Setup Cost

    Annualized Amount (with 3-year Depreciation)

    HW and SW Maintenance

    Annual Staff Cost

    Annual Cost

    Hosting

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $5,000

    $16,428

    Development of enterprise resource planning (ERP) customized application

    $12,000

    $2,000

    $4,000

    $10,000

    $1,429

    $150,000

    $166,428

    As you will remark from Table 4-7, the process can subsist used for transactional services, such as hosting, or project services, such as application development. These buildup worksheets are efficacious ways to account for the requisite to capture differences in types of services, infrastructure, networking, and application development. To provide additional detail, you should develop a service-specific worksheet that includes the minute uphold for your service's inputs and buildup worksheet. Several options to develop these service-specific summary sheets follow:

  • Use worksheet from accounting process: If your accounting process has grouped cost nature information according to each service, this sheet can provide this role. For example, this accounting sheet can provide the detail you requisite regarding hardware, software, and personnel costs, which can subsist linked to the services inputs and buildup worksheet.
  • Create modern worksheet that includes accounting data and assumptions: Organizations must often configuration a number of assumptions related to key costs. You should deem developing a worksheet that includes both accounting data and key assumptions.
  • External contracted (base) costs: The organization should then create a sheet that includes external costs, such as software licenses or vendor cost that are often external to the organization.
  • Internal costs (for example, salary, overhead, and fiscal information): This sheet generally includes internal costs, such as overhead, staff time, and other inputs that are internal to the organization. These sheets besides summarize service-specific assumptions, such as the staff time allocation cost estimates for staff activities discussed in the basic approaches in the earlier section "Basic Approaches to improve IT Accounting."
  • The structure of these worksheets needs to subsist tailored to your organization. You should structure them based on the information you contain available and the audience that will utilize this information.

    Populate the Service Chargeback Model with a fuse of Assumptions, Averages, and Actual Costs

    After the finance and IT organization complete the chargeback framework, they should then labor together to insert costs into the model. They would fancy to reinforce their discussion in the accounting section on using estimates, averages, or actual IT expenditures to develop costs. Many cost centers utilize assumptions and averages, rather than cost accounting data. For example, instead of listing the exact cost of a server, the IT organization might list an medium rate, sometimes referred to as a blended rate. These blended rates are the medium of a number of purchase orders to determine the typical cost. Also, instead of exact FTE estimates for system administrators, the organization might develop a blended rate that reflects the medium cost of a system administrator.

    In addition to the discussion of estimates, averages, and actual IT expenditure data in the accounting section, they provide key examples of benefits assumptions if actual data is not available:

  • Estimates or averages provide a baseline set of data to continuously improve your chargeback or IT costing model each year. For example, the first year an organization develops a cost model, a big percentage of the data may subsist based on the best assumptions that can subsist made at the time using available source data. However, each year the organization can supplant key data with actual data.
  • Developing a fuse of estimated and actual data creates a framework for enacting key process improvements. For example, it provides a common framework for the IT and finance departments to participate information. This framework can befriend translate fiscal and operational information and befriend both the IT and trade teams learn.
  • Determine permeate or Assessment manner through Standardized IT Pricing Framework

    Reactive IT organizations permeate their internal or external customers through corporate overhead allocations rather than direct invoicing. This want of transparency in IT budgeting is often viewed as a tax on trade units and creates resentment by the trade units. As an IT organization matures to a cost center, it develops a manner to estimate the service's cost and the customer's utilization. This standardized IT pricing framework captures a service's cost and utilization (where appropriate). This framework could besides service as the customer invoice. A simple customer template could peep fancy Table 4-8.

    Table 4-8. IT Pricing Framework for trade Units

    Published Service

    Service Increment

    Service (or Chargeback) Rate

    Service Utilization

    Total Chargeback Cost (or IT Price)

    Hosting

    Per server

    $12,000

    1

    $12,000

    Batch processing

    CPU second

    $0.3

    10,000

    $3,000

    Collaboration service

    Per site

    $2,000

    2

    $4,000

    Application development

    Per statement of labor (SOW)

    $25,000

    1

    $25,000

    Total

    $44,000

    The previous pricing framework highlights the dissimilarity between transactional services and services, such as application development, that may subsist based on a statement of labor (SOW). The final item, application development, is an sample of a project-based service that employs staff or contracts. Some organizations may pick an SOW approach, in which a defined SOW summarizes that payment that will result from a given set of deliverables, such as the completed application or software package. Alternatively, you could develop a per-hour rate for application developers and permeate the customer this hourly rate.

    After the IT organization has developed a framework, it should utilize this as a appliance to engage its customers in a discussion of the charging process. These initial discussions will foster acceptance of this framework within the organization. The organization can then develop the inputs to the framework including the service (or chargeback) rate and the service utilization.

    Determine Utilization or Quantity of Services

    Because the IT organization has established its costs, it now needs to labor with its existing customers to project out the near term the expected demand for each IT product and service, measured in projected quantity of IT products and services; to establish the projected overall demand, and to develop pricing for each IT product and service offered using project demand as a key assumption.

    To retrieve costs, you must develop an accurate measure of the quantity of services used by a customer or service. The cost seat often uses actual measures and estimates to measure the quantity of resources used by each customer. As with expenditures, you should utilize automated tools to collect actual costs of service utilization data whenever possible. Following is a summary of three methods to measure utilization:

  • Metered usage: When the utilization can subsist precisely measured, the organization generally uses metered usage. This manner is based on actual utilization, whereby the organization automates the collection of quantity of resources used by each consumer based on the agreed-upon metric. For more service-based estimates, this may comprise a time tracking system to track the time of application developers.
  • Fixed- or user-cost approach: Many cost centers may besides determine to simply divide a service's cost by this forecasted quantity to develop a unit price. This process, referred to in ITIL as fixed or user costs, is one of the most simplistic methods for determining pricing. This fixed cost could comprise a subscription to utilize a specific quantity of services. The more accurate the demand forecast, the fewer risks the IT organization will incur a budget shortfall. This fixed-cost approach can besides subsist used if an SOW specifies a specific cost for a specific output, such as the development of a modern ERP system.
  • Tiered utilization: A hybrid approach includes tiered utilization, whereby an organization measures utilization of a specific service and groups customers into tiers. This utilization data may subsist gathered through either a demand management or capacity management process under ITIL. The utilize of an automated appliance often supports this effort because one manner to stratify the pricing of multiple tiers of IT product and service offerings is based on utilization versus resources.

    Developing tiered utilization can subsist combined with tiered rates, in which the IT organization offers tiers of IT products and services, such as stratifying storage into managed and basic storage. In other cases, the organization will offer premium and touchstone levels of support. Accurately presenting the tiers of IT products and services will befriend to clarify the pricing for internal and external IT customers.

  • Improving Your Charging Process to Become a Profit seat or trade Partner

    To improve the charging process as the organization views IT as a positive ROI or a trade partner, the IT organization captures more accurate usage and cost information, often using automated tools that track IT resources and link them to their costs. The IT organization besides develops linkages with other ITIL processes to considers as it develops rates. For example, it effectively values services and develops pricing in concert with the IT service catalog and aligns its expenditures to the service levels outlined in the service flat agreements (SLAs) developed through the service flat management process. This process is discussed later in this chapter.

    Many IT organizations besides utilize chargeback models to cost selected IT products and services, typically limited to the IT products and services provided in their IT service catalog. The cost analysis supporting the development of a chargeback model besides provides operational information that IT organizations can utilize to manage their resource consumption, resulting in continuous improvement in IT operations.

    Improve Your Service or Chargeback Rate to improve Service and Lower Costs

    To improve service or chargeback rate, your organization should utilize only exact costs to develop its IT costing model. The IT accounting process should provide exact costs that can subsist leveraged in the IT costing model. For example, the service-specific sheets discussed in the previous section should just subsist outputs of the IT accounting process. This data provides the organization with a accurate understanding of the provisioning value (or the cost) of each service. As a result, the organization can conduct service provisioning optimization activities to benchmark its costs against competitors.

    As your charging and pricing process becomes more advanced, your organization's cost per billable unit recovers your plenary cost and a surplus amount that is the hurdle rate, which is discussed earlier in the chapter. For example, if your hurdle, or discount rate, was 5 percent, your IT cost would subsist 5 percent above the cost of your service. This pricing manner subjects your IT services to the identical project standards commonly used in other fiscal initiatives.

    To improve service, an organization should link charging to the various internal contracts between the IT organization and its customers (SLAs) and internal contracts between organizational units within the IT organization (operation flat agreements, OLAs) discussed in Chapter 2. This linkage helps the IT organization to clearly establish the value of its services to its customers. For example, if a customer would fancy more backups or quicker response time than the organization typically offers, the organization may want to develop a pricing mechanism to retrieve these costs.

    Implement Automated Tools to Monitor Resources, Costs, and Utilization

    To improve service, the organization should besides permeate customers for usage, rather than approximate consumption. As an IT organization matures from a cost seat to viewing IT as an ROI or trade partner, the IT organization often implements an automated solution to identify and monitor IT customers' utilization. These high-performing organizations often hotfoot toward resource-based chargeback software. There are a number of automated fiscal management tools. For example, design 4-6 summarizes how the IBM Tivoli IT Usage and Accounting Manager (TUAM) provides an IT organization with the capability to automatically monitor a given IT asset and advert this asset to a given trade unit.

    Figure 4-6

    Figure 4-6 Automated tools can link IT resources, costs, and utilization data.

    Automated tools that link the IT trade office with the IT operational assets can subsist powerful enablers of develope IT fiscal management practices, providing the IT organization with resource-based charging capabilities. Automated tools provide the IT organization with the potential to know the exact costs of any IT asset, tie this cost with the IT organization's service catalog, and evaluate IT spending based on exact costs.

    However, implementing these tools can subsist challenging. As with any involved software implementation, the initial and ongoing costs can subsist substantial. Moreover, even if the IT organization implements these solutions effectively, the difficulty of applying them effectively can subsist substantial. The culture of the IT organization has to remark the ongoing value of develope IT fiscal management practices and incorporate fiscal discipline into daily IT operations.


    Software monitors data seat energy usage. | killexams.com true questions and Pass4sure dumps

    Press Release Summary:

    Using autonomic capabilities, IBM® Systems Director vigorous Energy Manager will track energy consumption in data centers. Power Capping lets users set maximum power flat per system, while Power Savings Mode lets users manage power usage as labor activity shifts across various demands. In addition, program includes power trending and thermal trending features to monitor and report system energy usage as well as inlet and exhaust air temperature for individual systems.

    Original Press Release: IBM Provides Complete View of Data seat Energy Usage With vigorous Energy Manager

    ARMONK, NY - 06 Nov 2007: IBM (NYSE: IBM) today introduced a modern version of its industry-first management software that uses autonomic capabilities to track energy consumption in data centers and helps customers to monitor their power usage and configuration adjustments to improve efficiency and reduce costs.

    The latest version of IBM® Systems Director vigorous Energy Manager (AEM), originally introduced in 2005 as PowerExecutive, allows customers to cap power usage, avert cost overruns and monitor energy usage trends that enable better planning before deploying workloads across multiple platforms in their data centers.

    With data seat managers today facing escalating power and cooling costs, the pressures on reducing this affliction are now greater than ever. IBM's offering helps managers deal with this challenge.

    "Active Energy Manager gives clients a route to understand exactly how much power is being used in their data centers and where it is being consumed," said loaded Lechner, IBM's Vice President for IT Optimization. "Along with being able to cap the energy that powers these systems, this information can befriend deliver significant energy and cooling costs and create a greener data seat environment."

    Originally developed for IBM's x86 System x hardware, AEM now supports additional IBM Systems (POWER) and IBM System Storage platforms and plans to extend uphold to IBM System z (mainframe). In addition, some hardware from other manufacturers is supported.

    Instead of relying on manufacturer energy usage and efficiency estimates, IT managers using AEM can leverage its autonomic capabilities to remark the actual power used by each IT resource in the data center. This allows managers to better approximate and map for technology and energy budgets over time.

    AEM extends the gain and scope of the technology previously provided by Power Executive, while gathering more information and presenting it in a simpler, more centralized way. AEM now exploits intellectual Power Distribution Units (iPDUs) to uphold older servers and low- and mid-range storage devices. By plugging these systems into a supported iPDU or a smart power strip, AEM collects power information, thereby presenting a more complete view of energy used within the data center.

    AEM besides manages power usage across supported servers through functions such as Power Capping and Power Savings Mode. Power Capping lets users set a maximum power flat per system while Power Savings Mode lets users manage power usage as labor activity shifts across various demands. Using these functions, IT managers can enlarge their flat of energy efficiency within data centers potentially saving up to 30 percent of system power demand.

    In addition, AEM includes Power Trending and Thermal Trending features to monitor and report system energy usage as well as inlet and exhaust air temperatures for individual systems. Incorporating this additional data into one, centralized software-based power usage offering allows finite and localized temperature adjustments within the IT shop to further reduce energy costs for cooling.

    Active Energy Manager besides provides a source of energy management data that will subsist used by Tivoli enterprise solutions such as IBM Tivoli Monitoring and IBM Tivoli Usage and Accounting Manager. Combined with IBM Systems Director and Tivoli products, AEM delivers the industry's only cross platform solution to befriend customers monitor and manage both virtual and physical environments while controlling energy costs.

    IBM Systems Director vigorous Energy Manager will subsist available for download birth December 7, 2007. iPDU capabilities, Power Trending and Thermal Trending are no-charge features of the AEM product and are available free. Prices for managing power usage start at an IBM list cost of under $100 (USD) per system and includes both Power Savings Mode and Power Capping.

    IBM is besides introducing service offerings to befriend customers maximize the value of implementing vigorous Energy Manager in their Data Centers. The Data seat vigorous Energy Manager implementation and hands-on training service offering will assist customers in exploiting the capabilities of the IBM® Systems Director vigorous Energy Manager and IBM Director® on IBM Systems as well as BladeCenter and IBM Systems Storage environments. Another service offering, available on-request, interfaces IBM Systems Director vigorous Energy Manager Extensions with Tivoli Enterprise Management software using ITM Power Agent and/or with OEM equipment, including pile and facility automation systems. These service offerings will subsist available birth December 14, 2007.

    About IBM Project vast GreenAnnounced in May 2007, Project vast Green is a $1 billion investment to dramatically enlarge the efficiency of IBM products. modern IBM products and services, announced as portion of Project vast Green, comprise a five-step approach to energy efficiency in the data seat that, if followed, will sharply reduce data seat energy consumption and transform clients' technology infrastructure into "green" data centers, with energy savings of approximately 42 percent for an medium data center. The initiative includes a modern global "green team" of more than 850 energy efficiency architects from across IBM. To learn more about IBM Project vast Green, fade to ibm.com/press/greendatacenter.

    Contact(s) informationTim O'MalleyIBM Media Relations(914) 766-1273tomalley@us.ibm.com

    Related Thomas Industry Update Thomas For Industry

    Maintenance Management Applications | killexams.com true questions and Pass4sure dumps

    No result found, try modern keyword!www-01.ibm.com/software/tivoli/products/maximo-asset-mgmt IFR offers Aircraft ... Its functionalities cover inventory management, supply chain logistics, accounting/financials, forms, reports, compone...


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