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000-071 exam Dumps Source : xSeries Technical Principles

Test Code : 000-071
Test title : xSeries Technical Principles
Vendor title : IBM
: 270 existent Questions

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IBM IBM xSeries Technical Principles

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IBM proclaims unusual I.T. necessities policy | killexams.com existent Questions and Pass4sure dumps

source: IBM

September 23, 2008 00:01 ET

To motivate superior Tech requirements high-quality and Transparency, and Promote Equal Participation of growth Markets in Globally integrated financial system

ARMONK, the gigantic apple--(Marketwire - September 23, 2008) - IBM (NYSE: IBM) today introduced that, advantageous instantly, it is instituting a brand unusual company policy that formalizes the company's habits when helping to create open technical specifications. Such necessities permit electronic gadgets and application classes to interoperate with one a further.

in the globally integrated economic climate, open technical standards are crucial to enabling the soar of every slight thing from catastrophe relief services and health care, to enterprise capabilities and purchaser enjoyment. They allow governments to create economic construction platforms and deliver capabilities to their residents.

The tenets of IBM's unusual coverage are to:

  • start or conclusion participation in specifications their bodies in line with the pleasant and openness of their processes, membership rules, and intellectual property guidelines.
  • motivate rising and developed economies to both undertake open international specifications and to consume Part in the advent of these standards.
  • increase governance rules inside requirements their bodies that ensure technology decisions, votes, and dispute resolutions are made relatively through independent participants, included from undue influence.
  • Collaborate with specifications their bodies and developer communities to be confident that open utility interoperability standards are freely available and implementable.
  • aid drive the advent of clear, touchstone and constant intellectual property guidelines for necessities businesses, thereby enabling requisites builders and implementers to compose informed technical and enterprise decisions.
  • IBM encouraged members of standards communities to adopt an identical principles, which might be extra stringent than required by pass of latest laws or policies. IBM's unusual standards coverage promotes simplified and constant highbrow property practices, and emphasizes that consummate stakeholders, together with the open source neighborhood and those in growth markets, may silent absorb equal footing as they consume Part within the necessities system.

    IBM described steps to Place these ideas into action. as an example, the company will:

  • review and consume vital actions concerning its membership in requirements organizations.
  • in the regions and nations the Place they achieve company, hearten local participation within the creation and exercise of requisites that decipher the issues and meet the requirements of consummate affected stakeholders everywhere. they will recommend governance guidelines in standards bodies that motivate different participation.
  • Work for manner reform in requirements companies in order that proxies or surrogates can not be used in requirements introduction and approval.
  • Collaborate with requisites groups and stakeholders to streamline and consolidate intellectual property licenses and guidelines, with a spotlight on enabling software purposes to become extra easily interoperable by the exercise of open requisites.
  • IBM's concepts were inspired by the effects of an online dialog facilitated through IBM consummate the pass through the summer of 2008, wherein 70 unbiased, forward-thinking experts across the globe -- from academia, requisites-setting, law, executive, and public policy -- debated the question of whether typical surroundings their bodies absorb stored tempo with latest business, social, felony and political realities. Actionable suggestions to modernize their strategies absorb been provided consummate the pass through the six-week dialogue (http://www.research.ibm.com//info/standards_wikis.shtml), with a watch toward expanding specifications transparency, fairness, and great.

    an invitation-simplest climax is planned for November, beneath Yale university's auspices, so as to flesh out ideas from the on-line dialogue and start steps toward improving the requisites-surroundings environment.

    "common, open and consensus-primarily based technology necessities from respectable necessities bodies assist be confident that every of us can effectively buy and interchangeably exercise computing technology from dissimilar companies," spoke of Bob Sutor, IBM vice chairman of open source and requirements. "The methods wherein they're created and adopted provide cost-efficient assurances that disparate items will toil with one another, and visage up to the examine of time."

    About IBM

    For extra tips about IBM, gladden search counsel from www.ibm.com


    Up within the clouds: the Place subsequent for IBM inventory after pink Hat acquisition? | killexams.com existent Questions and Pass4sure dumps

    massive Blue is donning a unusual purple Hat, and one that makes a daring remark. The $34 billion acquisition of the open source know-how enterprise isn't only the greatest deal in IBM’s 107-year legacy but the biggest utility mergers and acquisitions (M&A) deal of consummate time.

    on the coronary heart of the deal is cloud computing: when records is processed, managed and kept on worthy networks of faraway servers in Place of on computer systems or on-site information centres. it is at the core of the digital transformation happening around the world and contains groups lamentable the starting to be quantities of records and IT functions from their internal and purpose-constructed networks to shared computing programs. via doing this, businesses can outsource features of IT to those that specialize in more and more intricate areas like facts analysis and scale up digital operations quicker by leveraging the cloud company’s powerful computing energy and more affordable by means of avoiding the pervade of setting up lofty priced inner hardware.

    read extra: IBM to revolutionise cloud with $34 billion purple Hat deal

    IBM has constructed a ambitious cloud computing unit that generated over $17 billion in revenue last 12 months however continues to be third available in the market at the back of Amazon and Microsoft, each of which continue to dominate and heighten their duopoly. IBM’s success has near down to promoting the gigantic mainframes that organizations used to shop and technique their digital groups on-website alongside the IT sheperd and software that comes along with it however it has struggled to compose the stream to cloud computing and artificial intelligence in comparison to its peers. Its focal point has to date been on internet hosting ‘inner most’ clouds designed for particular person agencies however IBM has lagged behind when it comes to the ‘public’ clouds that are industries are lamentable to.

    study greater: What you should find out about Amazon’s Q3 consequences

    A much less-than-most effective fee of adoption has been partly prerogative down to the IBM’s distaste for giant acquisitions. IBM’s biggest-ever deal was over a decade ago when it bought Cognos for $5 billion, but that record has been smashed with the acquisition of purple Hat. The measurement and ambition of the deal is much more poignant considering that rivals are swiftly swallowing up each ingenious tech startups and greater businesses. prior this 12 months Microsoft bought open supply hosting industry GitHub for $7.5 billion and Salesforce snapped up utility platform issuer Mulesoft for $6.5 billion.

    study extra: Microsoft’s earnings and earnings beat forecasts

    The combination of IBM and purple Hat, bringing collectively the potential of the historic with the innovation of the brand new, 'alterations every slight thing concerning the cloud market', according to the pair. however how does purple Hat work, why is IBM purchasing it and what does it suggest for the future of huge Blue and cloud computing?

    What does purple Hat achieve and how does it compose funds?

    pink Hat, founded in 1993, improves open source utility and combines it with vital add-ons to aid it toil for companies and patrons, equivalent to technical aid. Having at first create success by launching its own edition of the Linux operating gadget – utility that manages the entire hardware resources like windows XP or Mac OS X – it is now the biggest provider of open source software on the earth. people who want to access crimson Hat’s package of products pay subscription charges, which helped thrust income up by using a yoke of-third over the remaining three years to $2.9 billion in 2017.

    what is open supply utility?

    Open supply utility can be modified and more desirable by anybody. it's primarily based round opening up entry to the supply code that types the backbone of any application so others can build their personal purposes and makes exercise of for it. although some open source software is barely purchasable to those inclined to pay a licence price, the massive majority is accessible for free of pervade by pass of with ease downloading it.

    Open supply has flung open the door to software applications and encouraged a more collaborative approach to evolution in comparison to proprietary application, which is owned by pass of one company that allows others to exercise the application however now not adjust it. Open source permits developers worldwide to enhance current utility and construct unusual applications using the identical tools to compose consummate of them toil with one a different. here is a more low-cost routine and quicker strategy to better utility in comparison to containing construction in-apartment and keeping the supply code a carefully guarded secret.

    IBM may disturb collaboration in open source with red Hat buy

    IBM has been working with red Hat for two a long time and invested $1 billion in Linux again in 2001. The industry isn't any stranger to open supply and adopted the Linux operating system for its servers and application, assisting thrust Linux into the market. but, whereas IBM’s contribution is well noted, some of the underlying ideas of open source utility and the intuition why businesses like red Hat absorb thrived is the independence from the typical company IT behemoths in the back of the proprietary software that many now respect to be a backward routine to construction and one centred on greed.

    This abilities tradition fight has even been recognized by means of Ginni Rometty, IBM’s chief government who - after seven years in cost - has positioned the gigantic pot on tapping into red Hat’s open supply capabilities and neighborhood. Rometty has vowed to sustain red Hat independent as a Definite Part of the enterprise, stating IBM become 'going to retain this Switzerland'.

    The takeover could additionally irk its competitors which absorb partnered with purple Hat both as shoppers and in construction. Open source has gained over even the largest players and blurred the line between pal and foe available in the market. purple Hat, having rolled-out unusual applied sciences in search of unusual multiply as its Linux enterprise matures (besides the fact that children IBM states its nevertheless the quickest-growing working device in the market), has developed a technology framework named OpenShift that's at the core of IBM’s future approach based mostly across the ‘hybrid cloud’. however OpenShift is quicken with the back of structures owned through IBM’s rivals similar to Microsoft and Oracle.

    Collaboration is simply becoming amid the upward thrust of open supply and decentralised technologies like blockchain, however some concern this could exchange because the gigantic fair avid gamers soar to consume control. it is possible companies like Microsoft could discontinue presenting the essential assist to OpenShift if it decides it not desires to assist expertise owned through one in every of its largest competitors. while joint evolution is rife in consummate places the industry and not likely to near to an intermission some are worried the space will become extra competitive as smaller establishments are swallowed up by means of the common players, decreasing their willingness to collaborate with one one other. The equal goes for his or her willingness to compose exercise of the open source application whether it is owned with the aid of a competitor.

    examine more: Investing in blockchain technology

    whereas businesses like red Hat - whose title is in response to the crimson hats worn by using liberators that challenge authority in society - absorb proven to be advantageous intermediaries and censorious companions to the fair giants, the takeover of IBM and different deals this 12 months are seeing the open supply networks tumble into the arms of those they were created to defy.

    Why are IBM and purple Hat merging?

    In a nutshell: IBM is asking to exercise pink Hat’s open source know-how to better its competitiveness within the cloud computing market after falling means behind market leaders Amazon and Microsoft, whereas red Hat could be able to leverage IBM’s elements to scale up faster and entry huge Blue’s longstanding corporate customers.

    IBM is four instances larger when it comes to market cap and generates 27 instances extra profits and pretax profit than red Hat, however has struggled to develop both income and profitability. in the meantime, crimson Hat has been delivering double-digit boom in income throughout consummate its major segments.




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    000-071 exam Dumps Source : xSeries Technical Principles

    Test Code : 000-071
    Test title : xSeries Technical Principles
    Vendor title : IBM
    : 270 existent Questions

    What is needed to pass 000-071 exam?
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    Database Administration: Creating the Database Environment | killexams.com existent questions and Pass4sure dumps

    Establishing a usable database environment requires a worthy deal of skill, knowledge, and consideration. This chapter will outline the principles involved in establishing a usable database environment.

    This chapter is from the bespeak 

    One of the primary tasks associated with the job of DBA is the process of choosing and installing a DBMS. Unfortunately, many industry executives and IT professionals without database management background assume that once the DBMS is installed, the bulk of the toil is done. The verisimilitude is, choosing and installing the DBMS is hardly the most difficult Part of a DBA’s job. Establishing a usable database environment requires a worthy deal of skill, knowledge, and consideration. This chapter will outline the principles involved in establishing a usable database environment.

    The process of choosing a suitable DBMS for enterprise database management is not as difficult as it used to be. The number of major DBMS vendors has dwindled due to industry consolidation and domination of the sector by a few very great players.

    Yet, great and medium-size organizations typically quicken multiple DBMS products, from as few as two to as many as ten. For example, it is not uncommon for a great company to exercise IMS or IDMS and DB2 on the mainframe, Oracle and MySQL on several different UNIX servers, Microsoft SQL Server on Windows servers, as well as pockets of other DBMS products such as Sybase, Ingres, Adabas, and PostgreSQL on various platforms, not to mention single-user PC DBMS products such as Microsoft Access, Paradox, and FileMaker. Who chose to install consummate these DBMSs and why?

    Unfortunately, often the reply is that not much thought and planning went into the decision-making process. Sometimes the determination to purchase and install a unusual DBMS is driven by a industry need or a unusual application. This is reasonable if your organization has no DBMS and must purchase one for the first time. This is rarely the case, though. Regardless of whether a DBMS exists on-site, a unusual DBMS is often viewed as a requirement for a unusual application. Sometimes a unusual DBMS product is purchased and installed without first examining if the application could be successfully implemented using an existing DBMS. Or, more likely, the DBAs know the application can be implemented using an existing DBMS but want the organizational power or support to reject a unusual DBMS proposal.

    There are other reasons for the being of multiple DBMS platforms in a lone organization. Perhaps the company purchased a commercial off-the-shelf application package that does not quicken on any of the current DBMS platforms. Sometimes the determination to buy a unusual DBMS is driven by the desire to support the latest and greatest technology. For example, many mainframe shops lamentable from a hierarchic (IMS) or CODASYL (IDMS) database model to the relational model deployed DB2, resulting in an additional DBMS to learn and support. Then, when client/server computing became popular, additional DBMSs were implemented on UNIX, Linux, and Windows servers.

    Once a DBMS is installed, removal can be difficult because of incompatibilities among the different DBMSs and the necessity of converting application code. Furthermore, when a unusual DBMS is installed, feeble applications and databases are usually not migrated to it. The feeble DBMS remains and must continue to be supported. This complicates the DBA’s job.

    So what should be done? Well, the DBA group should be empowered to compose the DBMS decisions for the organization. No industry unit should be allowed to purchase a DBMS without the consent of the DBA group. This is a difficult provision to implement and even more difficult to enforce. industry politics often toil against the DBA group because it frequently possesses less organizational power than other industry executives.

    Choosing a DBMS

    The DBA group should set a policy regarding the DBMS products to be supported within the organization. Whenever possible, the policy should minimize the number of different DBMS products. For a shop with multiple operating systems and multiple types of hardware, choose a default DBMS for the platform. discourage deviation from the default unless a compelling industry case exists—a industry case that passes the technical inspection of the DBA group.

    Most of the major DBMS products absorb similar features, and if the feature or functionality does not exist today, it probably will within 18 to 24 months. So, exercise caution before deciding to choose a DBMS based solely on its competence to support a specific feature.

    When choosing a DBMS, it is sane to select a product from a tier-1 vendor as listed in Table 2.1. Tier 1 represents the largest vendors having the most heavily implemented and supported products on the market. You cannot proceed wrong with DB2 or Oracle. Both are approved and support just about any type of database. Another major player is Microsoft SQL Server, but only for Windows platforms. DB2 and Oracle quicken on multiple platforms ranging from mainframe to UNIX, as well as Windows and even handheld devices. Choosing a DBMS other than these three should be done only under specific circumstances.

    Table 2.1. Tier-1 DBMS Vendors

    DBMS Vendor

    DBMS Product

    IBM Corporation

    DB2

    New Orchard Road

    Armonk, NY 10504

    Phone: (914) 499-1900

    Oracle Corporation

    Oracle

    500 Oracle Parkway

    Redwood Shores, CA 94065

    Phone: (650) 506-7000

    Microsoft Corporation

    SQL Server

    One Microsoft Way

    Redmond, WA 98052

    Phone: (425) 882-8080

    After the gigantic three near MySQL, Sybase, Teradata, and Informix. Table 2.2 lists these tier-2 DBMS vendors. consummate of these offerings are attribute DBMS products, but their installed base is smaller, their products are engineered and marketed for niche purposes, or the companies are smaller with fewer resources than the gigantic Three (IBM, Oracle, and Microsoft), so there is some risk in choosing a DBMS from tier 2 instead of tier 1. However, there may be solid reasons for deploying a tier-2 solution, such as the lofty performance offered by Informix or the data warehousing and analytics capabilities of Teradata.

    Table 2.2. Tier-2 DBMS Vendors

    DBMS Vendor

    DBMS Product

    IBM Corporation

    Informix Dynamic Server

    New Orchard Road

    Armonk, NY 10504

    Phone: (914) 499-1900

    Sybase Inc. (an SAP Company)

    Adaptive Server Enterprise

    6475 Christie Avenue

    Emeryville, CA 94608

    Phone: (510) 922-3500

    Teradata Corporation

    Teradata

    10000 Innovation Drive

    Dayton, OH 45342

    Phone: (937) 242-4030

    MySQL (a subsidiary of Oracle Corporation)

    MySQL

    Phone: (208) 338-8100

    Of course, there are other DBMS products on the market, many of which are fine products and worthy of consideration for specialty processing, unavoidable predefined needs, and niche roles. If your company is heavily into the open-source software movement, PostgreSQL, EnterpriseDB, or MySQL might be viable options. If an kick DBMS is principal for a specific project, you might account ObjectDesign or Versant. And there are a variety of NoSQL DBMS offerings available, too, such as Hadoop, Cassandra, and MongoDB.1

    However, for the bulk of your data management needs, a DBMS from a tier-1, or perhaps tier-2, DBMS vendor will deliver sufficient functionality with minimal risk. A myriad of DBMS products are available, each with unavoidable features that compose them worthy of consideration on a case-by-case basis. Choosing any of the lower-tier candidates—even such major names as Software AG’s Adabas and Actian’s Ingres—involves incurring additional risk. mention to Appendix B for a list of DBMS vendors.

    I achieve not want it to sound as if the selection of a DBMS is a no-brainer. You will need a strategy and a diagram for selecting the commandeer DBMS for your specific situation. When choosing a DBMS, be confident to account each of these factors:

  • Operating system support. Does the DBMS support the operating systems in exercise at your organization, including the versions that you are currently using and diagram on using?
  • Type of organization. consume into consideration the corporate philosophy when you choose a DBMS. Some organizations are very conservative and like to sustain a taut rein on their environments; these organizations watch to gravitate toward traditional mainframe environments. Government operations, financial institutions, and insurance and health companies usually watch to be conservative. More-liberal organizations are often willing to account alternative architectures. It is not uncommon for manufacturing companies, dot-coms, and universities to be less conservative. Finally, some companies just achieve not confidence Windows as a mission-critical environment and prefer to exercise UNIX; this rules out some database vendors (Microsoft SQL Server, in particular).
  • Benchmarks. What performance benchmarks are available from the DBMS vendor and other users of the DBMS? The Transaction Processing Performance Council (TPC) publishes official database performance benchmarks that can be used as a guideline for the basic overall performance of many different types of database processing. (Refer to the sidebar “The Transaction Processing Performance Council” for more details.) In general, performance benchmarks can be useful as a broad indicator of database performance but should not be the only determinant when selecting a DBMS. Many of the TPC benchmarks are quicken against database implementations that are not representative of most production database systems and therefore are not indicative of the actual performance of a particular DBMS. In addition, benchmarks are constantly updated to expose unusual and improved performance measurements for each of the major DBMS products, rendering the benchmark “winners” obsolete very quickly.
  • Scalability. Does the DBMS support the number of users and database sizes you intend to implement? How are great databases built, supported, and maintained—easily or with a lot of pain? Are there independent users who can confirm the DBMS vendor’s scalability claims?
  • Availability of supporting software tools. Are the supporting tools you require available for the DBMS? These items may embrace query and analysis tools, data warehousing support tools, database administration tools, backup and recovery tools, performance-monitoring tools, capacity-planning tools, database utilities, and support for various programming languages.
  • The Transaction Processing Performance Council is an independent, not-for-profit organization that manages and administers performance benchmark tests. Its mission is to define transaction processing and database benchmarks to provide the industry with objective, verifiable performance data. TPC benchmarks measure and evaluate computer functions and operations.

    The definition of transaction espoused by the TPC is a industry one. A typical TPC transaction includes the database updates for things such as inventory control (goods), airline reservations (services), and banking (money).

    The benchmarks produced by the TPC measure performance in terms of how many transactions a given system and database can perform per unit of time, for example, number of transactions per second. The TPC defines three benchmarks:

  • TPC-C, for planned production workload in a transaction environment
  • TPC-H, a determination support benchmark consisting of a suite of business-oriented ad hoc queries and concurrent data modifications
  • TPC-E, an updated OLTP workload (based on financial transaction processing)
  • Additional information and in-depth definitions of these benchmarks can be create at the TPC Web site at www.tpc.org (see pattern 2.1).

  • Technicians. Is there a sufficient supply of skilled database professionals for the DBMS? account your needs in terms of DBAs, technical support personnel (system programmers and administrators, operations analysts, etc.), and application programmers.
  • Cost of ownership. What is the total cost of ownership of the DBMS? DBMS vendors pervade wildly varying prices for their technology. Total cost of ownership should be calculated as a combination of the license cost of the DBMS; the license cost of any required supporting software; the cost of database professionals to program, support, and administer the DBMS; and the cost of the computing resources required to operate the DBMS.
  • Release schedule. How often does the DBMS vendor release a unusual version? Some vendors absorb rapid release cycles, with unusual releases coming out every 12 to 18 months. This can be telling or bad, depending on your approach. If you want cutting-edge features, a rapid release cycle is good. However, if your shop is more conservative, a DBMS that changes frequently can be difficult to support. A rapid release cycle will cause conservative organizations either to upgrade more frequently than they would like or to live with outdated DBMS software that is unlikely to absorb the selfsame smooth of support as the latest releases.
  • Reference customers. Will the DBMS vendor supply current user references? Can you find other users on your own who might provide more impartial answers? talk with current users to elicit issues and concerns you may absorb overlooked. How is support? Does the vendor respond well to problems? achieve things generally toil as advertised? Are there a lot of bug fixes that must be applied continuously? What is the attribute of unusual releases? These questions can be answered only by the folks in the trenches.
  • When choosing a DBMS, be confident to consume into account the complexity of the products. DBMS software is very intricate and is getting more intricate with each unusual release. Functionality that used to be supported only with add-on software or independent programs is increasingly being added as features of the DBMS, as shown in pattern 2.2. You will need to diagram for and support consummate the features of the DBMS. Even if there is no current requirement for unavoidable features, once you implement the DBMS the programmers and developers will find a intuition to exercise just about anything the vendor threw into it. It is better to diagram and be prepared than to allow features to be used without a diagram for supporting them.

    Figure 2.2

    Figure 2.2. Convergence of features and functionality in DBMS software

    DBMS Architectures

    The supporting architecture for the DBMS environment is very censorious to the success of the database applications. One wrong election or poorly implemented component of the overall architecture can cause impoverished performance, downtime, or unstable applications.

    When mainframes dominated enterprise computing, DBMS architecture was a simpler concern. Everything ran on the mainframe, and that was that. However, today the IT infrastructure is distributed and heterogeneous. The overall architecture—even for a mainframe DBMS—will probably consist of multiple platforms and interoperating system software. A team consisting of industry and IT experts, rather than a lone person or group, should compose the final architecture decision. industry experts should embrace representatives from various departments, as well as from accounting and legal for software condense issues. Database administration representatives (DA, DBA, and SA), as well as members of the networking group, operating system experts, operations control personnel, programming experts, and any other interested parties, should be included in this team.

    Furthermore, be confident that the DBMS you select is commandeer for the nature and type of processing you diagram to implement. Four levels of DBMS architecture are available: enterprise, departmental, personal, and mobile.

    An enterprise DBMS is designed for scalability and lofty performance. An enterprise DBMS must be capable of supporting very great databases, a great number of concurrent users, and multiple types of applications. The enterprise DBMS runs on a large-scale machine, typically a mainframe or a high-end server running UNIX, Linux, or Windows Server. Furthermore, an enterprise DBMS offers consummate the “bells and whistles” available from the DBMS vendor. Multiprocessor support, support for parallel queries, and other advanced DBMS features are core components of an enterprise DBMS.

    A departmental DBMS, sometimes referred to as a workgroup DBMS, serves the middle ground. The departmental DBMS supports miniature to medium-size workgroups within an organization; typically, it runs on a UNIX, Linux, or Windows server. The dividing line between a departmental database server and an enterprise database server is quite gray. Hardware and software upgrades can allow a departmental DBMS to tackle tasks that previously could be performed only by an enterprise DBMS. The steadily falling cost of departmental hardware and software components further contributes to lowering the total cost of operation and enabling a workgroup environment to scale up to serve the enterprise.

    A personal DBMS is designed for a lone user, typically on a low- to medium-powered PC platform. Microsoft Access, SQLite, and FileMaker2 are examples of personal database software. Of course, the major DBMS vendors moreover market personal versions of their higher-powered solutions, such as Oracle Database Personal Edition and DB2 Personal Edition. Sometimes the low cost of a personal DBMS results in a misguided attempt to choose a personal DBMS for a departmental or enterprise solution. However, achieve not be lured by the low cost. A personal DBMS product is suitable only for very small-scale projects and should never be deployed for multiuser applications.

    Finally, the mobile DBMS is a specialized version of a departmental or enterprise DBMS. It is designed for remote users who are not usually connected to the network. The mobile DBMS enables local database access and modification on a laptop or handheld device. Furthermore, the mobile DBMS provides a mechanism for synchronizing remote database changes to a centralized enterprise or departmental database server.

    A DBMS designed for one type of processing may be ill suited for other uses. For example, a personal DBMS is not designed for multiple users, and an enterprise DBMS is generally too intricate for lone users. be confident to understand the differences among enterprise, departmental, personal, and mobile DBMS software, and choose the commandeer DBMS for your specific data-processing needs. You may need to choose multiple DBMS types—that is, a DBMS for each level—with usage determined by the needs of each evolution project.

    If your organization requires DBMS solutions at different levels, favor the selection of a group of DBMS solutions from the selfsame vendor whenever possible. Doing so will minimize differences in access, development, and administration. For example, favor Oracle Database Personal Edition for your single-user DBMS needs if your organization uses Oracle as the enterprise DBMS of choice.

    DBMS Clustering

    Clustering is the exercise of multiple “independent” computing systems working together as a single, highly available system. A modern DBMS offers clustering support to enhance availability and scalability. The two predominant architectures for clustering are shared-disk and shared-nothing. These names achieve a telling job of describing the nature of the architecture—at least at a lofty level.

    Shared-nothing clustering is depicted in pattern 2.3. In a shared-nothing architecture, each system has its own private resources (memory, disks, etc.). The clustered processors communicate by passing messages through a network that interconnects the computers. In addition, requests from clients are automatically routed to the system that owns the resource. Only one of the clustered systems can “own” and access a particular resource at a time. In the event a failure occurs, resource ownership can be dynamically transferred to another system in the cluster. The main advantage of shared-nothing clustering is scalability. In theory, a shared-nothing multiprocessor can scale up to thousands of processors because they achieve not interfere with one another—nothing is shared.

    In a shared-disk environment, consummate the connected systems share the selfsame disk devices, as shown in pattern 2.4. Each processor silent has its own private memory, but consummate the processors can directly address consummate the disks. Typically, shared-disk clustering does not scale as well for smaller machines as shared-nothing clustering. Shared-disk clustering is better suited to large-enterprise processing in a mainframe environment. Mainframes—very great processors—are capable of processing colossal volumes of work. worthy benefits can be obtained with only a few clustered mainframes, while many PC and midrange processors would need to be clustered to achieve similar benefits.

    Shared-disk clustering is usually preferable for applications and services requiring only modest shared access to data and for applications or workloads that are very difficult to partition. Applications with hefty data update requirements are probably better implemented as shared-nothing. Table 2.3 compares the capabilities of shared-disk and shared-nothing architectures.

    Table 2.3. Comparison of Shared-Disk and Shared-Nothing Architectures

    Shared-Disk

    Shared-Nothing

    Quick adaptability to changing workloads

    Can exploit simpler, cheaper hardware

    High availability

    Almost unlimited scalability

    Performs best in a hefty read environment

    Works well in a high-volume, read-write environment

    Data need not be partitioned

    Data is partitioned across the cluster

    The major DBMS vendors provide support for different types of clustering with different capabilities and requirements. For example, DB2 for z/OS provides shared-disk clustering with its Data Sharing and Parallel Sysplex capabilities; DB2 on non-mainframe platforms uses shared-nothing clustering. Oracle’s existent Application Clusters provide shared-disk clustering.

    For most users, the primary benefit of clustering is the enhanced availability that accrues by combining processors. In some cases, clustering can back an enterprise to achieve five-nines (99.999 percent) availability. Additionally, clustering can be used for load balancing and failover.

    DBMS Proliferation

    As a rule of thumb, create a policy (or at least some simple guidelines) that must be followed before a unusual DBMS can be brought into the organization. Failure to achieve so can cause a proliferation of different DBMS products that will be difficult to support. It can moreover cause confusion regarding which DBMS to exercise for which evolution effort.

    As mentioned earlier, there is a plethora of DBMS vendors, each touting its benefits. As a DBA, you will be bombarded with marketing and sales efforts that attempt to convince you that you need another DBMS. Try to resist unless a very compelling intuition is given and a short-term recrudesce on investment (ROI) can be demonstrated. Even when confronted with telling reasons and telling ROI, be confident to double-check the arguments and ROI calculations. Sometimes the reasons specified are outdated and the ROI figures achieve not consume everything into account—such as the additional cost of administration.

    Remember, every DBMS requires database administration support. Moreover, each DBMS uses different methods to perform similar tasks. The fewer DBMS products installed, the less complicated database administration becomes, and the better your chances become of providing effective data management resources for your organization.

    Hardware Issues

    When establishing a database environment for application development, selecting the DBMS is only Part of the equation. The hardware and operating system on which the DBMS will quicken will greatly repercussion the reliability, availability, and scalability (RAS) of the database environment. For example, a mainframe platform such as an IBM zEC12 running z/OS will probably provide higher RAS than a midrange IBM xSeries machine running AIX, which in swirl will probably exceed a Dell server running Windows. That is not to whine everything should quicken on a mainframe; other issues such as cost, experience, manageability, and the needs of the applications to be developed must be considered. The bottom line is that you must be confident to factor hardware platform and operating system constraints into the DBMS selection criteria.

    Cloud Database Systems

    Cloud computing (see the sidebar) is increasing in usage, especially at miniature to medium-size businesses. A cloud implementation can be more cost-effective than pile an entire local computing infrastructure that requires management and support.

    A cloud database system delivers DBMS services over the Internet. The trade-off essentially comes down to trusting a cloud provider to store and manage your data in recrudesce for minimizing database administration and maintenance cost and effort. Using cloud database systems can enable organizations, especially smaller ones without the resources to invest in an enterprise computing infrastructure, to focus on their industry instead of their computing environment.

    By consolidating data sources in the cloud, it is possible to better collaboration among partners, fork offices, remote workers, and mobile devices, because the data becomes accessible as a service. There is no need to install, set up, patch, or manage the DBMS software because the cloud provider manages and cares for these administrative tasks. Of course, the downside is that your data is now stored and controlled by an external agent—the cloud provider. Another inherent risk of cloud computing is the possibility of nefarious agents posing as legitimate customers.

    An example of a cloud database platform is Microsoft SQL Azure. It is built on SQL Server technologies and is a component of the Windows Azure platform.


    World's Most Remote Island Gets Advanced Medical support From Team Led by IBM, UPMC and Beacon Equity Partners | killexams.com existent questions and Pass4sure dumps

    SOURCE: IBM

    November 14, 2007 23:59 ET

    Real-Time Telemedicine Solution for Tristan da Cunha Brings promise of Improved Medical Resources to Isolated Populations Everywhere

    ARMONK, NY--(Marketwire - November 14, 2007) - The world's most remote inhabited island can now access advanced telemedical care, thanks to services and support from a high-technology team led by IBM (NYSE: IBM), Beacon Equity Partners and the University of Pittsburgh Medical headquarters (UPMC). Tristan da Cunha is located more than 1,665 miles west of Cape Town, South Africa, and is accessible only by a boat trip lasting a week or more. Some 270 British Citizens muster the island home.

    IBM, Beacon Equity Partners, and UPMC today joined Medweb and the Government of Tristan da Cunha in announcing the successful implementation of "Project Tristan." This tested and proven remote medical solution combines medical equipment, satellite communications and remotely supported electronic health-record (EHR) technology, allowing medical experts from anywhere in the world to assist island clinicians in their daily practices with medical diagnoses and emergency support.

    Until recently, the island's only physician, Dr. Carel Van der Merwe, has had to rely upon minimal technology and limited medical support. Working from a hospital without so much as its own telephone to provide confidence for patients, he has often performed life-saving diagnoses and procedures without proper apparatus or specialized expertise. Lacking a communications system that could accept email attachments, back in interpreting X-Rays or EKGs, he has depended on digital images scanned, printed and faxed to specialists thousands of miles away, delaying diagnoses by days. With no airstrip on the island, emergency evacuation or outside medical intervention has been and remains today virtually impossible.

    Project Tristan was conceived by Edward Mullen, Chairman of Beacon Equity Partners, and Paul Grundy, MD, MPH, and IBM's Director of Healthcare Technology and Strategic Initiatives, as a pass to reverence the recollection of a near friend, Thomas Wiese. It was implemented with the guidance and support of UPMC, as well as of Dr. Richard Bakalar, Chief Medical Officer for IBM, who moreover established the Navy's first integrated Telemedicine Office at the National Naval Medical headquarters in Bethesda, MD, prior to joining IBM. Dr. Bakalar is moreover President of the American Telemedicine Association.

    Project Tristan, which is based on open standards and runs on the Linux Operating System, is expected to greatly enhance the island's smooth of medical confidence and touchstone of living. The island's physician is now able to electronically capture and share medical data and information, including X-Rays and EKGs as well as pulmonary duty evaluations and video camera examinations with physician consultants. Satellite communications will enable clinicians to provide real-time diagnostic counsel and suggested treatments to the attending physician.

    "The competence to share medical data quickly and easily will be a life saver for their residents," said Dr. Van der Merwe. "By joining forces, IBM, Beacon Equity Partners, Medweb and UPMC absorb not only created the capability to bring critical, patient-centric confidence to their remote island, but moreover to other faraway locations around the world -- on land or sea -- that require constant connection to expert medical resources."

    Contributions from each team member were as follows:

    -- IBM: Solution co-development, integration and project management for the telemedicine system provided to Tristan da Cunha. Products and services included staffing, on-site installation of the system (requiring a 25 day service muster because of the limited means of getting to the island), financial resources, IBM xSeries servers provided to Medweb and high-resolution monitors.

    -- Beacon Equity Partners: Co-development of the concept and funding for the project.

    -- Medweb: Medweb servers and software and additional medical input devices including a computed radiography system for digital X-Ray; integration of ECG, digital cameras, spirometry and video conferencing capabilities; configuration and testing, remote installation, training and sustained support services on an ongoing basis, including primary technical and back desk services.

    -- University of Pittsburgh Medical Center: With its widely recognized undergo in telemedicine in the U.S. and abroad, UPMC volunteered to back diagram and implement Project Tristan. Additionally, UPMC offered clinical professional service to the island, including medical consultations on request; secure and dependable access to robust and comprehensive multimedia medical data on Tristan patients from the Medweb Telemedicine solution; and ongoing remote training to support Project Tristan as needed.

    -- SOAPware®: Project Tristan features cutting-edge, remotely supported Electronic Health Record (EHR) technology courtesy of SOAPware, Inc. This solution has more installed sites and is in exercise in more nations than any other.

    "Connecting the most remote inhabited spot on the visage of the earth, Tristan da Cunha, to advanced medical confidence in existent time and over the Internet is proof that the world is really flat. This is a gigantic step towards providing everyone access to centers of healthcare excellence regardless of geographical location," said Paul Grundy, MD, MPH, IBM's executive sponsor for Project Tristan and Director of IBM's Healthcare Technology and Strategic Initiatives. "It's now possible to monitor a patient's heart and remotely change the setting on a pacemaker or compose a intricate fracture diagnoses over a satellite Internet connection -- even in an environment where the closest advanced confidence via a ship would otherwise absorb taken a week to compass the Island and another to recrudesce to the mainland for care."

    In dedicating Project Tristan to the recollection of Weiss, who was lost to cancer in 2006 after a lifetime of helping others, the parties share a vision of the project's potential repercussion around the world. "Thomas had colossal energy and enthusiasm for reaching out to others," said Ed Mullen. "It is in recollection of his spirit, resolve and guiding principles that their team has worked to deploy Tristan on Tristan da Cunha. Their unanimous goal is to expand this advanced telemedical solution to better healthcare in remote locations around the world."


    IBM Reports 2005 First-Quarter Results; Reflects Expensing of Equity Compensation | killexams.com existent questions and Pass4sure dumps

    ARMONK, N.Y.--(BUSINESS WIRE)--April 14, 2005--IBM today announced first- quarter 2005 diluted earnings per common share of $.85 from continuing operations as reported, including the sequel of expensing share-based compensation, compared with diluted earnings on a similar basis of $.79 per share in the first quarter of 2004, an multiply of 8 percent. First- quarter income from continuing operations was $1.41 billion, including the adoption of expensing equity compensation, compared with $1.36 billion a year ago, an multiply of 3 percent. Revenues from continuing operations for the first quarter were $22.9 billion, up 3 percent, compared with revenues of $22.2 billion for the first quarter of 2004.

    Earlier this month, IBM announced its objective to expense equity compensation in the first quarter. The adoption is based on the implementation guidance provided in the SEC's release of Staff Accounting Bulletin No. 107, and in accordance with the FASB's revised Statement of financial Accounting Standards (SFAS) No. 123(R), "Share- based Payments."

    Samuel J. Palmisano, IBM chairman and chief executive officer, said: "After a tenacious start, they had hardship closing transactions in the final weeks of the quarter, especially in countries with soft economic conditions, as well as with short-term Global Services signings. As a result, they did not achieve consummate of their goals for the quarter. Middleware software and midrange systems results were solid, and they grew significantly in industry Performance Transformation Services and in the emerging markets of China, Brazil, India and Eastern Europe. They returned nearly $4 billion to investors in the quarter through share repurchases and dividends. They are taking commandeer measures to sharpen their execution, as they continue to implement their global growth strategies."

    First-quarter revenue growth of 3 percent (1 percent, adjusting for currency) was driven by growth in the Americas and Europe/Middle East/Africa. In the Americas, first-quarter revenues from continuing operations were $9.3 billion, up 2 percent (1 percent, adjusting for currency) from the 2004 period. Revenues from Europe/Middle East/Africa were $7.7 billion, an multiply of 7 percent (2 percent, adjusting for currency). Asia-Pacific revenues grew 1 percent (down 2 percent, adjusting for currency) to $5.2 billion. OEM revenues increased 3 percent to $691 million compared with the first quarter of 2004.

    Revenues grew in four of IBM's five industry sectors in the first quarter led by the Distribution sector, as well as growth in sales to miniature and Medium Businesses.

    Revenues from Global Services, including maintenance, increased 6 percent (3 percent, adjusting for currency) to $11.7 billion in the first quarter. Global Services revenues, excluding maintenance, increased 7 percent (4 percent, adjusting for currency). IBM signed services contracts totaling $10.0 billion and ended the quarter with an estimated services backlog, including Strategic Outsourcing, industry Consulting Services, Integrated Technology Services and Maintenance, of $110 billion.

    In addition to these signings and backlog figures there were about $200 million of Engineering and Technology Services signings to provide industry Performance Transformation Services customers with design skill and technical capabilities.

    Hardware revenues from continuing operations were essentially flat (down 2 percent, adjusting for currency) to $6.7 billion in the first quarter versus the first quarter of 2004. Revenues from the Systems and Technology Group totaled $3.9 billion for the quarter, up 2 percent on eServer revenue increases. This includes a 12 percent multiply in pSeries UNIX servers, which is expected to gain market share in the first quarter, and an 8 percent multiply in xSeries servers. Revenues from the zSeries mainframe product decreased 16 percent compared with the prior-year quarter. The total delivery of zSeries computing power as measured in MIPS (millions of instructions per second) decreased 11 percent. Revenues for the iSeries midrange servers increased 1 percent. Storage Systems and Technology OEM increased 5 percent and 2 percent, respectively. Revenues from Personal Systems Group decreased 3 percent to $2.7 billion. In the fourth-quarter 2004, IBM announced an agreement to sell the Personal Computing Division, a unit of the Personal Systems Group, which is expected to near in the second-quarter 2005.

    Revenues from Software were $3.6 billion, an multiply of 2 percent (flat, adjusting for currency) compared with the first quarter of 2004. Revenues from IBM's middleware brands, which embrace WebSphere, DB2, Rational, Tivoli and Lotus products, were $2.8 billion, up 3 percent versus the first quarter of 2004. Operating systems revenues decreased 2 percent to $590 million compared with the first quarter of 2004.

    Revenues for WebSphere family of software products, which facilitates customers' competence to manage a wide variety of industry processes using open standards to interconnect applications, data and operating systems, increased 11 percent. Revenues for Information Management increased 5 percent including revenues for DB2 database software, which enables clients to leverage information on demand, increased 9 percent. Revenues from Tivoli software (infrastructure software that enables customers to centrally manage networks and storage) increased 15 percent, and revenues for Lotus software, which allows collaborating and messaging by customers in real-time communication and erudition management, increased 11 percent. Revenues from Rational software (integrated evolution tools) were flat compared with the first quarter of 2004.

    As a result, IBM expects to gain or hold market share for the first quarter in the collaborative software, systems management and security software, Web services and data management categories.

    Global Financing revenues declined 12 percent (15 percent, adjusting for currency) in the first quarter to $580 million. Revenues from the Enterprise Investments/Other area, which includes industry- specific IT solutions such as product life-cycle management software, increased 15 percent (12 percent, adjusting for currency) to $332 million compared with the first quarter of 2004.

    The company's total vulgar profit margin from continuing operations was 36.0 percent in the 2005 first quarter, which includes the sequel of expensing equity compensation, compared with 35.6 percent in the first quarter of 2004 on a similar basis.

    In the first quarter of 2005, total expense and other income from continuing operations increased 5 percent to $6.2 billion and, coupled with the revenue multiply of 3 percent, IBM's total expense-to-revenue ratio increased 0.5 points to 27.3 percent. For the quarter, the reporting periods reflect the adoption of expensing equity compensation as it relates to both selling, universal and administrative (SG&A) expense and research, evolution and engineering (RD&E) expense. SG&A expense increased 6 percent to $4.9 billion. RD&E expense increased 3 percent to $1.5 billion. Intellectual property and custom evolution income increased to $219 million compared with $180 million a year ago. Other (income) and expense was $22 million of net expense in the first quarter of 2005 versus $13 million in the selfsame era last year.

    IBM's effective tax rate from continuing operations in the first quarter 2005 was 30.0 percent, compared with 30.1 percent in the first quarter of 2004.

    Share repurchases totaled approximately $3.4 billion in the first quarter. The weighted-average number of diluted common shares outstanding in the first-quarter 2005 was 1.66 billion compared with 1.73 billion shares in the selfsame era of 2004. As of March 31, 2005, there were 1.61 billion basic common shares outstanding.

    IBM ended the first quarter of 2005 with $8.7 billion of cash on hand. The equipoise sheet remains strong, and the company is well positioned to consume advantage of opportunities.

    Debt, including Global Financing, totaled $23.4 billion, compared with $22.9 billion at year-end 2004. From a management segment view, the non-global financing debt-to-capitalization ratio was 5.3 percent at the intermission of March 31, 2005, and Global Financing debt declined $413 million from year-end 2004 to a total of $21.9 billion, resulting in a debt-to-equity ratio of 6.7 to 1.

    Forward-Looking and Cautionary Statements

    Except for the historical information and discussions contained herein, statements contained in this release may constitute forward- looking statements within the signification of the Private Securities Litigation Reform Act of 1995. These statements involve a number of risks, uncertainties and other factors that could cause actual results to differ materially, as discussed in the company's filings with the U.S. Securities and Exchange Commission (SEC).

    Presentation of Information in this Press Release

    In an distress to provide investors with additional information regarding the company's results as determined by generally accepted accounting principles (GAAP), the company has moreover disclosed in this press release the following non-GAAP information which management believes provides useful information to investors:

    - adjusting for currency

    The rationale for management's exercise of non-GAAP measures is included as Part of the supplementary materials presented within the first- quarter earnings materials. These materials are available on the IBM investor relations Web site at www.ibm.com/investor and will be included in a subsequent filing of a shape 8-K with the SEC.

    Conference muster and Webcast

    IBM's regular quarterly earnings conference muster is scheduled to launch at 6:00 p.m. EDT, today. Investors may participate by viewing the Webcast at www.ibm.com/investor/1q05.

    Financial Results Attached

    INTERNATIONAL industry MACHINES CORPORATION COMPARATIVE financial RESULTS (Unaudited; Dollars in millions except per share amounts) Three Months Ended March 31 Percent 2005 2004* Change ------- ------- ------- REVENUE Global Services $11,696 $11,024 6.1% vulgar profit margin 24.3% 23.7% Hardware 6,749 6,735 0.2% vulgar profit margin 27.5% 26.5% Software 3,551 3,466 2.4% vulgar profit margin 86.4% 85.9% Global Financing 580 662 -12.5% vulgar profit margin 54.2% 60.5% Enterprise Investments/ Other 332 288 15.2% vulgar profit margin 52.5% 39.5% TOTAL REVENUE 22,908 22,175 3.3% GROSS PROFIT 8,254 7,892 4.6% vulgar profit margin 36.0% 35.6% EXPENSE AND OTHER INCOME S,G&A 4,933 4,658 5.9% Expense to revenue 21.5% 21.0% R,D&E 1,459 1,416 3.0% Expense to revenue 6.4% 6.4% Intellectual property and custom development income (219) (180) 21.9% Other (income) and expense 22 13 71.3% Interest expense 49 35 40.0% TOTAL EXPENSE AND OTHER INCOME 6,244 5,942 5.1% Expense to revenue 27.3% 26.8% INCOME FROM CONTINUING OPERATIONS BEFORE INCOME TAXES 2,010 1,950 3.1% Pre-tax margin 8.8% 8.8% Provision for income taxes 603 586 2.8% effective tax rate 30.0% 30.1% INCOME FROM CONTINUING OPERATIONS $1,407 $1,364 3.2% Net margin 6.1% 6.1% DISCONTINUED OPERATIONS Loss from discontinued operations 5 1 NET INCOME $1,402 $1,363 2.9% ====== ====== EARNINGS/(LOSS)PER SHARE OF COMMON STOCK: ASSUMING DILUTION CONTINUING OPERATIONS $0.85 $0.79 7.6% DISCONTINUED OPERATIONS (0.00) (0.00) ------ ------ TOTAL $0.84** $0.79 6.3% ====== ====== BASIC CONTINUING OPERATIONS $0.86 $0.81 6.2% DISCONTINUED OPERATIONS (0.00) (0.00) ------ ------ TOTAL $0.86 $0.81 6.2% ====== ====== WEIGHTED-AVERAGE NUMBER OF COMMON SHARES OUTSTANDING (M's) ASSUMING DILUTION 1,660.6 1,727.4 BASIC 1,628.7 1,691.7 * Restated first-quarter 2004 financial results to embrace the impact of share-based compensation expense. ** Does not total due to rounding. INTERNATIONAL industry MACHINES CORPORATION CONSOLIDATED STATEMENT OF financial POSITION (Unaudited) At At (Dollars in millions) March 31, December 31, Percent 2005 2004* Change ----------- ----------- ------- ASSETS Cash, cash equivalents, and marketable securities $8,651 $10,570 -18.2% Receivables - net, inventories, prepaid expenses 32,692 36,573 -10.6% Plant, rental machines, and other property - net 14,708 15,175 -3.1% Investments and other assets 48,848 48,685 0.3% -------- -------- TOTAL ASSETS $104,899 $111,003 -5.5% ======== ======== LIABILITIES AND STOCKHOLDERS' EQUITY Short-term debt $6,329 $8,099 -21.9% Long-term debt 17,083 14,828 15.2% -------- -------- Total debt 23,412 22,927 2.1% Accounts payable, taxes, and accruals 27,493 31,687 -13.2% Other liabilities 24,074 24,701 -2.5% -------- -------- TOTAL LIABILITIES 74,979 79,315 -5.5% STOCKHOLDERS' EQUITY 29,920 31,688 -5.6% -------- -------- TOTAL LIABILITIES AND STOCKHOLDERS' EQUITY $104,899 $111,003 -5.5% ======== ======== * Restated 2004 financial position to embrace the repercussion of share-based compensation expense. INTERNATIONAL industry MACHINES CORPORATION SEGMENT DATA (Unaudited) FIRST QUARTER 2005 --------------------------------------------- Pre-tax Income (Loss) From (Dollars in millions) -------- Revenue --------- Continuing Pre-tax External Internal Total Operations Margin -------- -------- ------- ---------- ------- SEGMENTS Global Services $11,696 $745 $12,441 $942 7.6% % change 6.1% -2.2% 5.6% -4.9% Systems and Technology Group 3,869 235 4,104 109 2.7% % change 2.5% -0.4% 2.3% -35.9% Personal Systems Group 2,739 32 2,771 (17) -0.6% % change -3.1% 39.1% -2.7% -54.5% Software 3,551 461 4,012 893 22.3% % change 2.4% 15.0% 3.7% 4.6% Global Financing 579 449 1,028 396 38.5% % change -12.9% 60.4% 8.8% 5.9% Enterprise Investments 292 2 294 (32) -10.9% % change 6.2% 0.0% 6.1% 38.5% TOTAL SEGMENTS 22,726 1,924 24,650 2,291 9.3% % change 3.1% 12.9% 3.9% -1.5% Eliminations / Other 182 (1,924) (1,742) (281) TOTAL IBM $22,908 $0 $22,908 $2,010 8.8% % change 3.3% 3.3% 3.1% FIRST QUARTER 2004 ----------------------------------------------- Pre-tax Income (Loss) From (Dollars in millions) -------- Revenue --------- Continuing Pre-tax External Internal Total Operations Margin -------- -------- ------- ---------- ------- SEGMENTS Global Services $11,024 $762 $11,786 $991 8.4% Systems and Technology Group 3,776 236 4,012 170 4.2% Personal Systems Group 2,826 23 2,849 (11) -0.4% Software 3,466 401 3,867 854 22.1% Global Financing 665 280 945 374 39.6% Enterprise Investments 275 2 277 (52) -18.8% TOTAL SEGMENTS 22,032 1,704 23,736 2,326 9.8% Eliminations / Other 143 (1,704) (1,561) (376) TOTAL IBM* $22,175 $0 $22,175 $1,950 8.8% * Restated first-quarter 2004 financial results to embrace the impact of share-based compensation expense.


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