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A2010-574 exam Dumps Source : Assess- IBM Tivoli industry Service Manager V6.1 Implementation

Test Code : A2010-574
Test denomination : Assess- IBM Tivoli industry Service Manager V6.1 Implementation
Vendor denomination : IBM
: 129 real Questions

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IBM Assess- IBM Tivoli Business

Is Nagios The future of Monitoring For IBM i? | killexams.com real Questions and Pass4sure dumps

November 12, 2018 Alex Woodie

For many years, expertise gurus grew to become to established frameworks from IBM Tivoli, CA, Hewlett Packard, and BMC (“The huge four”) to pomp screen their hardware and utility stacks. but the open supply world has caught up with these closed monitoring environments, and a mission dubbed Nagios is poised to breathe the go-to platform for IT monitoring, including on IBM i.

Nagios, in case you aren't commonplace, is a free and open source application product that provides monitoring and alerting for servers, community apparatus, purposes, and the array of features that companies more and more reckon on. The software –backed by route of the necessary recursive acronym “Nagios Ain’t Gonna Insist On Sainthood” – became initially developed through Ethan Galstad again in 2002 to dash and computer screen Linux programs, which became just nascence to get headway in commercial enterprise facts centers.

over the years, the C-based software has been extended to assist an array of kick forms, including host substances enjoy processor load, disk and RAM utilization, and system logs for a majority of benchmark operating programs, including IBM i. The lively Nagios group has created a immense purview of Nagios brokers that hold prolonged the framework to an estimated 5,000 contraptions.

Nagios is an open source device that allows for directors to pomp screen their IT outfit and applications.

On the network side of issues, Nagios Core (because the open source product is normal) monitors routers, switches, and different equipment, and supports SMTP, POP3, FTP, and SNMP protocols, among others. utter far off monitoring will furthermore breathe encrypted, and it additionally presents a plug-in that lets clients create their own displays in quite a lot of languages.

facts gathered by means of energetic and passive Nagios plug-ins is routed into the Nagios server, the situation the statistics is sorted and alerts are despatched out. users can devour alerts in a lot of methods, together with via an internet browser, via SMS pagers, and thru e mail. With a simple peruse at the Nagios dashboard on a cell, a methods admins can discern if vital servers, method, and functions are alive or lifeless.

The Nagios Core server application furthermore can travail with a “circular-robin database” (RRD) to simplify the storage and querying of time-sequence data. With RRD, admins can dive deeper into Nagios facts and consider graphs to discern performance tendencies. And with a minute setup forward of time, Nagios will furthermore breathe configured to immediately respond to movements as they circle up, or boost alerts to other people.

corporations that want greater than what Nagios Core has to offer can find it from Nagios enterprises, the industrial outfit at the back of the open supply venture. The St. Paul, Minnesota-based business, which employs Galstad, extends Nagios Core with a pair of choices, including Nagio XI, which facets a extra extensible entrance-conclusion and a MySQL-based mostly back-conclusion. Nagios XI additionally brings a much better user undergo with more powerful graphs and improved dashboards.

IBM i consumers can exhaust Nagios to pomp screen 15 metrics with the Nagios Plug-Ins for IBM i beta.

regrettably, Nagios enterprises doesn’t aid IBM i. but which you can collect a Nagios distribution for IBM i from a bit outfit referred to as international enterprise Machines. In 2017, huge Blue shipped a beta version of an IBM i plug-in designed to feed data from the IBM i sever into the open supply Nagios Core product or Nagios XI.

in response to a developerWorks web page, the IBM i Nagios plug-in collects 15 sunder statistics points from IBM i servers, including things enjoy CPU and disk utilization, ASP utilization, variety of dynamic jobs, and lengthy-working SQL jobs, amongst others. Some of these features are supported by means of SNMP, while others require the open source JTOpen Java toolbox to breathe installed.

The Nagios server itself doesn’t dash on IBM i – at the least now not yet. With the Nagios on IBM i plug-in, IBM provides clients with directions on a route to installation Nagios Core or Nagios XI on a Linux server. Technically, there may soundless breathe nothing stopping from a consumer installing Nagios in a Linux LPAR on the dash methods server – and even for IBM to port the software to the IBM i OS by the exhaust of PASE – but that has now not came about yet.

IBM makes the case for IBM i shops to get exhaust of Nagios in a PDF presentation on Nagios created by route of IBM i enterprise architect Tim Rowe and Wang Yun, who developed the Nagios for IBM i plug-in. whereas Navigator for i offers advantageous coverage of IBM i-centric queues and metrics, that product doesn’t provide valued clientele with any visibility of what’s taking situation outside the IBM i device.

clients who purchase Nagios XI can computer screen IBM i metrics graphically.

Nagios, even so, provides administrators and operators with a unique centralized view of utter IT assets, Rowe and Yun write. in addition to the core IBM i metrics that at the instant are purchasable by route of the Nagios plug-in, IBM i clients can collect style and antediluvian records, as smartly as the flexibility to configure metrics to their liking, no longer to point out the capacity to create their personal customized plug-ins.

IBM isn’t the best enterprise doing Nagios travail on IBM i. a few years in the past, ShapPin Cheng launched a GitHub stint called check_as400 that moved statistics from IBM i server logs into Nagios. seeing that the extensibility and openness of Nagios, it wouldn’t breathe remarkable to peruse unbiased software providers within the IBM i group undertake the know-how for their personal methods monitoring offerings.

For now, IBM offers the Nagios plug-in as a beta. Don’t breathe surprised to peruse it develop into a completely supported offering within the months to return, chiefly considering the devotion lookout that IBM has with open source application at the moment.

linked reports

IBM i efficiency secrets printed

What’s Cooking With IBM i On GitHub?

ASCI Job Scheduler receives Hooks for Nagios


IBM enterprise partners mull benefits, dangers of pink Hat buyout | killexams.com real Questions and Pass4sure dumps

IBM enterprise companions hold begun recalibrating ideas within the wake of the seller's announcement that it could purchase open supply application supplier crimson Hat.

IBM, which plans to purchase purple Hat for $34 billion, sparked a wildfire of questions this week concerning the destiny of crimson Hat's roadmap and commitment to open supply culture below massive Blue. while IBM pointed out that red Hat would role independently within its hybrid cloud company unit, and preserve its multi-cloud alliances with suppliers such as AWS, Microsoft and Google, overlaps in the companies' portfolios and the nuances around integrating the agencies hold yet to breathe fleshed out. despite the uncertainties, IBM company partners printed they're positive and prize the main expand the buyout would provide massive Blue in the hybrid cloud market.

"IBM did some analysis, and they reliance 80% of ... the commercial enterprise workloads hold not moved to any classification of cloud platform for many motives," talked about Charles Fullwood, senior director of application earnings engineering at force 3, an reply issuer and IBM and purple Hat associate based mostly in Crofton, Md. "IBM additionally believes that the hybrid cloud market is a few $1 trillion market by means of the year 2020" and the Linux working gadget "is the paramount platform across the complete cloud industry."

Todd matters, co-founder and chief architect of RackWare, a cloud migration platform company primarily based in Fremont, Calif., agreed. "IBM's expand has stalled in fresh years, but this acquisition might assist leap-birth the enterprise's growth with the aid of giving IBM a piece of the burgeoning hybrid cloud market, pushed by agencies which are switching to multi-cloud and hybrid cloud concepts," he referred to in an electronic mail.

develop opportunities for IBM industry companions

Fullwood observed the IBM-crimson Hat combo gifts a "colossal probability" in the federal space, which force 3 goals, and past.

"The enchantment of crimson Hat is very huge," he observed. He added that the acquisition would capitalize force 3's federal cloud migration offering, dubbed 'Bridge to the Cloud,' due partly to client pastime within the OpenShift container utility platform, he referred to.

Tim Beerman, CTO of Ensono, a hybrid IT provider and IBM and red Hat colleague headquartered in Downers Grove, ill., talked about he expects IBM will get gigantic investment to pace up crimson Hat's research and building and technology roadmaps.

"we now hold colossal relationships with each [vendors] throughout the total hybrid IT spectrum. I assume where IBM takes the crimson Hat capabilities and brings a few of those capabilities into other IBM services, that may breathe entertaining," Beerman said. "i'm in reality interested to peer the investment IBM goes to most likely pour into crimson Hat to circulate IBM's hybrid record faster however additionally to circulation crimson Hat's capabilities further along instantly, too, as a route to leverage those."

keeping red Hat's independence

If the crimson Hat acquisition is completed, IBM company companions acknowledged the haphazard of IBM compromising purple Hat's open source ethos.

I carry out not discern primary haphazard for IBM apart from making certain that they carry out not avoid what purple Hat has brought to them. Tim BeermanCTO, Ensono

Fullwood mentioned he would not await IBM to obtrude with pink Hat's culture or approach. Citing outdated acquisitions of Lotus, Rational and Tivoli, Fullwood preeminent that while the vendor typically integrates acquisitions into "the IBM desktop," assimilating pink Hat enjoy previous buyouts would "be a immense culture shock to pink Hat employees" and could create problems.

"If both businesses collaborate ... and bewitch a peruse at to travail collectively, it may furthermore breathe a very potent acquisition," he mentioned.

Beerman, meanwhile, pointed out he equates the buyout to EMC's acquisition of VMware. "it is enjoy a advantageous acquisition, but VMware soundless had its own independence. They soundless had lots of their partnerships [with EMC's competitors]." He said he predicts IBM to bewitch a similar strategy: integrate very seamlessly with purple Hat's products, while retaining the enterprise's seller-agnostic strategy to the market.

"I don't discern vital possibility for IBM apart from guaranteeing that they carry out not avert what crimson Hat has delivered to them," Beerman talked about.


IBM Buys accurate estate And amenities administration utility enterprise Tririga | killexams.com real Questions and Pass4sure dumps

IBM is making its first buy of 2011 today with acquisition of real estate management software developer Tririga. monetary phrases of the deal, which is expected to near within the second quarter of 2011, hold been no longer disclosed.

Tririga’s utility helps consumers get strategic planning decisions concerning space utilization, evaluate option real estate initiatives, generate greater returns from capital tasks, and check environmental influence investments. IBM says that property and accurate estate usually represents the second-largest cost on an organization’s salary commentary, after worker compensation. Tririga’s application helps corporations streamlines and reduce these costs.

Tririga’s software is used with the aid of greater than 200 shoppers, together with over one-third of Fortune a hundred firms in addition to seven of the 15 federal govt departments of the U.S. govt.Tririga will breathe built-in into IBM Tivoli software and IBM world enterprise functions.

In 2010, IBM spent roughly $6 billion to acquire 17 companies, so it'll breathe entertaining to peer what acquisition’s are up large Blue’s sleeve in 2011.




Killexams.com A2010-574 Dumps and real Questions

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A2010-574 exam Dumps Source : Assess- IBM Tivoli industry Service Manager V6.1 Implementation

Test Code : A2010-574
Test denomination : Assess- IBM Tivoli industry Service Manager V6.1 Implementation
Vendor denomination : IBM
: 129 real Questions

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killexams.com is the high-quality and correct route I actually hold ever stumble upon to establish together and skip IT tests. The component is, it offers you as it should breathe and EXACTLY what you need to understand for A2010-574 examination. My pals used killexams.Com for Cisco, Oracle, Microsoft, ISC and other certifications, utter excellent and valid. Totally reliable, my non-public favorite.


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IBM Spends $400 Million on SAN Intiative | killexams.com real questions and Pass4sure dumps

News

IBM Spends $400 Million on SAN Intiative
  • By Scott Bekker
  • 03/28/2000
  • IBM Corp. today announced a $400 million initiative to offer products, services and global and regional testing facilities to the storage district network (SAN) market.

    Big Blue claims these solutions and services will aid customers manage information and transactions efficiently across increasingly complex, multi-vendor networks.

    "IBM's SAN initiative is about leveraging every division of the company to deliver on the engage of SANs for their customers -- interoperability between vendor systems and accurate data sharing," said Linda Sanford, universal manager, IBM Storage Subsystems Division in a statement.

    As Part of the initiative, IBM (www.ibm.com) is establishing more than 50 SAN Solution Centers with its industry partners, SAN testing facilities in Montpellier, France as well as in Makuhari, Japan, and a SAN and Storage Services consulting exercise within IBM Global Services.

    IBM Global Services is delivering unusual services to aid customers implement SANs and other storage solutions. These comprise Enterprise Storage Assessment, Planning and Design Services, Implementation Services, and advocate Services

    IBM will furthermore offer products as a result of the initiative, including unusual models of the Shark Enterprise Storage Server, and unusual fibre channel-based SAN solutions.

    The unusual models of its Shark Enterprise Storage Server feature IBM’s 64-bit RISC processor, 16 gigabytes of cache, and additional PCI buses, resulting in up to a 100 percent expand in throughput. Existing Shark customers can upgrade to the unusual processor to gain performance advantages. The enhanced Shark software will advocate advanced copy services and aboriginal fibre channel connectivity as those features become available.

    IBM is furthermore announcing unusual enhanced, industry-standard, fibre channel-based routers, gateways, switches and managed hubs that enhance SAN connectivity in an enterprise. In addition, IBM Magstar tape products can now connect in a SAN using the IBM SAN Data Gateway, allowing them to advocate the sharing of tape drives within a SAN.

    On April 4, IBM’s Tivoli Systems Inc. (www.tivoli.com) will announce Tivoli LAN-free SAN management software, enabling information to breathe shared across different application programs, servers and storage devices.

    IBM furthermore introduced a SAN solution using a cluster of two Netfinity servers with fibre channel connections and Legato Systems Inc. (www.legato.com) mirroring extension software. The cluster can breathe separated by as much as 10 kilometers (6.2 miles). IBM's SAN Fibre Channel Managed Hub creates high-speed interconnections for such applications as high-availability clustering, storage consolidation, and LAN-free backup.

    Industry analysts appraise that by 2002, SANs will breathe used by 70 percent of utter medium and large companies. – Thomas Sullivan

    About the Author

    Scott Bekker is editor in chief of Redmond Channel colleague magazine.


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

    This chapter is from the bespeak 

    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 pertinent 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 pattern 4-5.

    Figure 4-5

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

    Determining Cost center Charging Methods

    As organizations ripen from a reactive IT organization to an IT cost center, they develop a standardized imbue 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," cost J. Denne discusses a number of approaches to developing chargeback methods.10 They comprise subscription, peak plane usage, user-based pricing, and ticket-based pricing.

    Regardless of the pricing route you choose, cost centers, by definition, imbue an commandeer plane 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 pecuniary perspective.

    To aid you develop your rate and a means for capturing utilization information, they hold summarized a universal route for developing a chargeback model. This route includes developing a chargeback model to determine the rate; populating the chargeback model with a merge 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 center uses the chargeback rate and utilization route to develop a pricing or assessment route to recoup these costs through a imbue 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 aid you determine the cost of your specific service. Then, based on your pricing decisions and ability to determine service utilization, you can determine the rates you will imbue for a given service.

    To determine your chargeback rate, you first need 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 furthermore providing significant detail on specific areas in the services inputs and buildup worksheet.

    The top-level summary sheet can then breathe used as a common language between the industry 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, furthermore often referred to as utter 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 industry group because it:

  • Is simple to understand
  • Demonstrates transparency of overhead costs, which can breathe a contentious issue between industry units and IT organizations
  • Provides detail to executives who might breathe 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 industry unit. The industry 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 discern from Table 4-7, the process can breathe used for transactional services, such as hosting, or project services, such as application development. These buildup worksheets are efficacious ways to account for the need 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 particular advocate 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 need regarding hardware, software, and personnel costs, which can breathe linked to the services inputs and buildup worksheet.
  • Create unusual worksheet that includes accounting data and assumptions: Organizations must often get a number of assumptions related to key costs. You should consider 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 pecuniary information): This sheet generally includes internal costs, such as overhead, staff time, and other inputs that are internal to the organization. These sheets furthermore 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 breathe tailored to your organization. You should structure them based on the information you hold available and the audience that will exhaust this information.

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

    After the finance and IT organization complete the chargeback framework, they should then travail together to insert costs into the model. They would enjoy to reinforce their discussion in the accounting section on using estimates, averages, or actual IT expenditures to develop costs. Many cost centers exhaust 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 uninterested rate, sometimes referred to as a blended rate. These blended rates are the uninterested 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 uninterested 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 large percentage of the data may breathe based on the best assumptions that can breathe made at the time using available source data. However, each year the organization can supplant key data with actual data.
  • Developing a merge 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 aid translate pecuniary and operational information and aid both the IT and industry teams learn.
  • Determine imbue or Assessment route through Standardized IT Pricing Framework

    Reactive IT organizations imbue 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 industry units and creates resentment by the industry units. As an IT organization matures to a cost center, it develops a route to appraise 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 furthermore service as the customer invoice. A simple customer template could peruse enjoy Table 4-8.

    Table 4-8. IT Pricing Framework for industry 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 travail (SOW)

    $25,000

    1

    $25,000

    Total

    $44,000

    The previous pricing framework highlights the inequity between transactional services and services, such as application development, that may breathe based on a statement of travail (SOW). The final item, application development, is an specimen of a project-based service that employs staff or contracts. Some organizations may bewitch 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 imbue the customer this hourly rate.

    After the IT organization has developed a framework, it should exhaust 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 travail 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 recoup costs, you must develop an accurate measure of the quantity of services used by a customer or service. The cost center often uses actual measures and estimates to measure the quantity of resources used by each customer. As with expenditures, you should exhaust 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 breathe precisely measured, the organization generally uses metered usage. This route 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 furthermore conclude 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 exhaust 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 furthermore breathe used if an SOW specifies a specific cost for a specific output, such as the development of a unusual 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 breathe gathered through either a demand management or capacity management process under ITIL. The exhaust of an automated appliance often supports this exertion because one route to stratify the pricing of multiple tiers of IT product and service offerings is based on utilization versus resources.

    Developing tiered utilization can breathe 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 benchmark levels of support. Accurately presenting the tiers of IT products and services will aid to clarify the pricing for internal and external IT customers.

  • Improving Your Charging Process to Become a Profit center or industry Partner

    To improve the charging process as the organization views IT as a positive ROI or a industry 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 furthermore 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 plane agreements (SLAs) developed through the service plane management process. This process is discussed later in this chapter.

    Many IT organizations furthermore exhaust 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 furthermore provides operational information that IT organizations can exhaust 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 exhaust only exact costs to develop its IT costing model. The IT accounting process should provide exact costs that can breathe leveraged in the IT costing model. For example, the service-specific sheets discussed in the previous section should just breathe 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 breathe 5 percent above the cost of your service. This pricing route subjects your IT services to the very project standards commonly used in other pecuniary 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 plane 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 enjoy more backups or quicker response time than the organization typically offers, the organization may want to develop a pricing mechanism to recoup these costs.

    Implement Automated Tools to Monitor Resources, Costs, and Utilization

    To improve service, the organization should furthermore imbue customers for usage, rather than approximate consumption. As an IT organization matures from a cost center to viewing IT as an ROI or industry partner, the IT organization often implements an automated solution to identify and monitor IT customers' utilization. These high-performing organizations often lope toward resource-based chargeback software. There are a number of automated pecuniary management tools. For example, pattern 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 credit this asset to a given industry unit.

    Figure 4-6

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

    Automated tools that link the IT industry office with the IT operational assets can breathe powerful enablers of ripen IT pecuniary 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 breathe challenging. As with any involved software implementation, the initial and ongoing costs can breathe substantial. Moreover, even if the IT organization implements these solutions effectively, the rigor of applying them effectively can breathe substantial. The culture of the IT organization has to discern the ongoing value of ripen IT pecuniary management practices and incorporate pecuniary discipline into daily IT operations.


    IBM Introduces unusual RFID Services | killexams.com real questions and Pass4sure dumps

    By Jonathan Collins

    Sept. 15, 2003 - IBM today introduced an RFID service to aid retailers and consumer packaged goods companies deploy RFID technology for advanced product tracking and inventory control. The company says it has the integration undergo and well-established middleware applications to link RFID systems to existing enterprise software applications.

    "There are a lot of niche players in the market, and customers hold been looking for a plenary technology provider," says Faye Holland, worldwide RFID leader for IBM Global Services. "IBM has been supporting RFID for years, but now they are at a stage where they hold a tried-and-tested robust solution."

    IBM's RFID offering comprises consulting and implementation services, as well as specialized software. It has developed a three-phase approach. facet one includes consulting and development of the industry case for RFID. Although conditional on the scope a company's plans, IBM estimates this will cost its customers from $200,000 to $500,000.

    Phase two involves deploying a 12-week pilot. Pricing, again, depends on scope, but IBM estimates that facet two will cost less than $1 million. The final facet is the plenary rollout of the RFID system. Here, too, the cost is based on the size of the company and the extent of the implementation.

    IBM believes its existing middleware and backend infrastructure—WebSphere Application Server, DB2 Information Integrator database, Tivoli Access Manager and WebSphere Portal Server—will serve as a platform for an RFID deployment. "These enterprise class applications hold proven capability and can now breathe linked to understand data from tags and readers from a purview of vendors," says Holland.

    IBM is teaming with Philips Semiconductors and Intermec for specific technologies and services. Holland says it will furthermore colleague with Alien Technology, Matrics, Retek, Trigo and Verisign to ensure it can offer a broad portfolio of RFID solutions.

    Kimberly-Clark has hired IBM to aid develop an end-to-end assessment of the specific costs and benefits in adopting Electronic Product Code technology for its products and industry processes as well as integrating one of its key customers into the analysis. Mike O'Shea, director of corporate AutoID/RFID strategies and technology at Kimberly-Clark, says IBM brought a unique blend of industry consulting and technology expertise to the planning.

    IBM says its research division is working on a project with select customers to develop a high-level architecture for EPC technology, which should provide a road map for CPG and retail firms to enhance and expand their initial implementations.

    RFID Journal Home

    Only three weeks left until the first RFID Journal University in San Francisco. Seats are limited. To register gratify visit RFID Journal University



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