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000-071 xSeries Technical Principles

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000-071 exam Dumps Source : xSeries Technical Principles

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IBM IBM xSeries Technical Principles

IBM to acquire utility enterprise purple Hat for $34 billion | killexams.com existent Questions and Pass4sure dumps

(Reuters) - IBM Corp’s (IBM.N) $34 billion (26.55 billion pounds) deal to purchase red Hat Inc (RHT.N) drove shares within the small however fast-becoming software maker about 50 percent greater on Monday, reflecting the large premium IBM is paying to withhold away from any skills challenger bids.

At $172, shares of pink Hat gain been still buying and selling round $18 wanting the $190 expense agreed through both agencies in Sunday’s announcement, and analysts stated that pointed to a few final nerves among traders over the probabilities of the deal closing.

The breakup payment for the deal, which might breathe among the many biggest on listing within the tech sector, has yet to breathe introduced and a extreme payment would additionally deter purple Hat from exciting different consumers.

IBM’s inventory became down 2 percent on tidings of the deal, a hint that traders had been concerned that, at 10 instances 2019 projected revenue, it had overpaid for the deal.

The company’s Chief executive Officer Ginni Rometty informed CNBC in an interview aired early on Monday that she felt the deal turned into accomplished on the preempt fee.

“here's a extremely reasonable expense...(pink Hat CEO Jim Whitehurst) has developed a pretty superior company, and in contrast to others, extreme boom, high profit and cash and so here is why I feel definitely these are primary issues for their traders,” Rometty spoke of.

FILE image: an emblem of IBM is seen on the mobile World Congress in Barcelona, Spain February 28, 2018. REUTERS/Yves Herman/File photograph

One brokerage, Stifel, raised the prospect of a competing offer from probably the most different primary gamers in cloud computing for whom the deal represents the emergence of a greater monstrous rival.

“Google, Amazon, and Microsoft (and probably Oracle) gain the strategic motivations and fiscal elements to consummate this sort of transaction and would no longer breathe stunned if they were to espy one among them consequence a competing bid,” analysts from Stifel observed in a note.

HYBRID CLOUD

Rometty instructed Reuters on Sunday that the increasing Use of cloud services from diverse suppliers become the driving oblige at the back of the deal together with the upward thrust of the so-referred to as hybrid cloud, through which groups Run a few of their utility in their personal records centres and different features of it in information centres Run by IBM, Amazon web features or Google Cloud, among others.

crimson Hat has been investing heavily in tech paraphernalia reminiscent of so-called “containers,” which consequence it simpler for groups to smash up up their computing work amongst a mingle of information centres.

“They want preference and they are going to give it to them,” Rometty pointed out. “Multi-cloud is a fact of existence.”

an indication for crimson Hat hangs on a constructing in Boston, Massachusetts, U.S., June 27, 2018. REUTERS/Brian Snyder

In buying purple Hat, IBM may gain assembled a cloud that comprises physical servers, its personal working system and applications fancy human substances application.

however the mixed entity will additionally sell software that runs on its purchasers personal hardware and other clouds. that will consequence it in direct competition with corporations fancy Microsoft, which has an identical amalgam of utility and cloud capabilities.

“we are going to each compete and associate with these other clouds,” Rometty pointed out. “The component about IBM is, we’ve been around long adequate to know here is a multi-cloud world.”

Jim Whitehurst, the CEO of pink Hat, talked about using diverse clouds has been an abilities for red Hat.

Cloud suppliers akin to Amazon commonly offer a apartment-made version of the Linux working paraphernalia for free or at runt cost. but that edition of Linux is obtainable handiest on Amazon, and if the enterprise wants to Run utility on an extra cloud they might ought to ensure it works with a special edition of Linux there.

purple Hat presents a common edition of Linux that runs on often attainable clouds in addition to a company’s personal facts centres, and Whitehurst stated pink Hat consumers had been increasingly working its working gadget on public clouds.

“we're turning out to breathe faster on the public clouds than the public clouds are growing to be,” Whitehurst spoke of in an interview. “Yeah, you pay us a runt added versus a free cloud offering, however you win the odds of a standard working environment.”

Analysts had raised concerns that the buy can furthermore alienate customers worrying that IBM will infringe on the neutrality of purple Hat, which is dubbed as “Switzerland of the IT stack.”

IBM reiterated on a conference convene on Monday that purple Hat would proceed to breathe led by way of Whitehurst and red Hat’s current management crew. It additionally intends to retain red Hat’s headquarters, facilities, brands and practices.

Reporting via Pushkala Aripaka and Supantha Mukherjee in Bengaluru, Stephen Nellis in San Francisco; modifying via Patrick Graham


IBM broadcasts original I.T. requisites coverage | killexams.com existent Questions and Pass4sure dumps

source: IBM

September 23, 2008 00:01 ET

To hearten greater Tech standards high-quality and Transparency, and Promote Equal Participation of growth Markets in Globally integrated economy

ARMONK, original york--(Marketwire - September 23, 2008) - IBM (NYSE: IBM) these days announced that, advantageous immediately, it's instituting a original company coverage that formalizes the business's habits when assisting to create open technical requirements. Such requisites allow electronic gadgets and utility programs to interoperate with one an extra.

in the globally integrated economy, open technical necessities are censorious to enabling the birth of everything from catastrophe relief services and health care, to commerce features and consumer entertainment. They enable governments to create fiscal construction systems and deliver services to their residents.

The tenets of IBM's original policy are to:

  • begin or quit participation in requisites their bodies according to the Great and openness of their techniques, membership guidelines, and highbrow property policies.
  • encourage rising and developed economies to both adopt open world standards and to Take share in the introduction of these standards.
  • improve governance suggestions within standards their bodies that ensure technology choices, votes, and dispute resolutions are made pretty by unbiased members, included from undue influence.
  • Collaborate with standards their bodies and developer communities to consequence sure that open software interoperability standards are freely accessible and implementable.
  • help pressure the introduction of clear, primary and consistent intellectual property policies for necessities corporations, thereby enabling specifications builders and implementers to consequence informed technical and enterprise selections.
  • IBM inspired members of requisites communities to adopt similar concepts, that are more stringent than required through present laws or policies. IBM's original standards policy promotes simplified and consistent intellectual property practices, and emphasizes that everyone stakeholders, together with the open source neighborhood and those in growth markets, should gain equal footing as they participate within the requisites method.

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

  • evaluate and Take censorious movements concerning its membership in requirements agencies.
  • in the regions and nations the spot they consequence enterprise, motivate local participation within the creation and Use of requisites that pellucid up the problems and meet the requirements of everyone affected stakeholders around the globe. they will recommend governance guidelines in standards bodies that inspire separate participation.
  • Work for system reform in requirements organizations in order that proxies or surrogates cannot breathe utilized in standards creation and approval.
  • Collaborate with necessities corporations and stakeholders to streamline and consolidate intellectual property licenses and policies, with a focus on enabling utility purposes to turn into extra quite simply interoperable via open necessities.
  • IBM's principles gain been impressed via the consequences of an online conversation facilitated with the aid of IBM during the summer time of 2008, through which 70 impartial, forward-considering experts throughout the globe -- from academia, standards-setting, law, executive, and public coverage -- debated the question of whether universal atmosphere bodies gain kept tempo with today's industrial, social, legal and political realities. Actionable information to modernize their methods gain been offered birthright through the six-week dialogue (http://www.analysis.ibm.com//data/standards_wikis.shtml), with an eye fixed towards expanding requirements transparency, fairness, and best.

    an invitation-best summit is deliberate for November, below Yale tuition's auspices, a superior way to flesh out thoughts from the online dialogue and initiate steps toward improving the specifications-surroundings environment.

    "general, open and consensus-based mostly know-how standards from dependable necessities their bodies assist breathe sure that every of us can simply buy and interchangeably Use computing expertise from multiple carriers," pointed out Bob Sutor, IBM vice president of open source and specifications. "The ways by which they're created and adopted supply reasonably-priced assurances that disparate products will work with one one other, and withstand the verify of time."

    About IBM

    For more counsel about IBM, gladden visit www.ibm.com


    purple Hat aims To breathe The Default option For next-technology IT | killexams.com existent Questions and Pass4sure dumps

    On October 28, IBM announced its intent to purchase crimson Hat for $34 billion. This marked the largest utility acquisition ever. ahead of announcement, I caught up with crimson Hat Chief guidance Officer Mike Kelly, who offered ideas on the steps his crew had undertaken to continue to enhance crimson Hat's product (using a red Hat-on-crimson Hat software), to recommend technology executives at a number of levels of leveraging open supply technology, and in improving the typical operation. evidently these are the forms of improvements that helped consequence the commerce alluring to IBM.

    (To hearken to an unabridged podcast edition of this interview, gladden click this link. To study future articles fancy this one, gladden commemorate me on Twitter @PeterAHigh.)

    Peter excessive: might you portray your purview because the Chief information Officer of pink Hat?

    purple Hat CIO Mike KellyCredit: purple Hat

    Mike Kelly: i am share of their govt crew, and that i gain loads of tasks relating to IT at red Hat. The duties are as follows:

  • The commerce purposes that they Use to Run the commerce and drive process growth and application modernization for everyone their strains of company;
  • Our infrastructure, commercial enterprise architecture, and DevOps firm - we've purposes working in their information middle, which is where I comprise their commerce structure characteristic and their original custom app construction;
  • Our associate experience, which includes everyone that they consequence to leverage technology as without vicissitude as workable to breathe able to consequence their jobs;
  • Our information security and desultory administration. These departments are accountable for keeping red Hat secure and report to me;
  • Our commercial enterprise statistics and analytics characteristic, which comparable to many organizations, is working to consequence sure we're leveraging facts as effortlessly as workable to consequence these information pushed decisions throughout the enterprise;
  • Our strategy enablement feature, which is oriented round how they depict their IT companies internally and externally. This role is where their red Hat-on-crimson Hat software lives, and it's where everyone of their affiliate progress lives as well. As they look to breathe at the styles of americans they need in IT each now and sooner or later, we're laser concentrated on how they supply the most preempt opportunities for their people;
  • Our Captive construction core in India.
  • excessive: can you talk about how red Hat-on-pink Hat works? How consequence you reckon about the Use of the business's personal products inside your environment?

    Kelly: it's an essential component for us, and one of the most fun materials about this job is that in many instances, their consumer is someone corresponding to me. With a standard business, the CIO is likely now not the top consumer. here, the entire commerce is pondering how they are able to consequence their job better, which I profit from. Their system is to enable an open, hybrid, multi-cloud approach and build a collection of products and choices around that. Their legacy is in open source, exceptionally in Linux and crimson Hat enterprise Linux, and the commercial enterprise is taking that and constructing it birthright into a hybrid cloud context.

    Our job is to consequence sure that they are assessing what they are attempting to consequence as a firm whereas assessing the purple Hat items that makes up the portfolio that they will thoroughly leverage. Their want is to consequence sure that they are making those products better before they win to their conclusion client. while they wouldn't gain the amount of Use situations that every company and commerce would have, there's a sure degree of commonality that they will drive and ensure is in belt in order that they can premiere characterize it with their customers. The intent of the software is to consequence sure that they are an inner Use case in addition to one it is represented externally. To consequence this, they are trying to arm their revenue, solution architecture, and service teams so they gain a pretty superior respond when shoppers inevitably question the question, "How are you guys operating this internally?"

    high: How consequence you gain interaction the CIO group to leverage a few of what pink Hat has while gleaning extra in regards to the evolution and needs of their personal operation?

    Kelly: considering the fact that purple Hat is this kindhearted of staunch suggest of open-supply and how communities work, they are trying to reckon ourselves as a ferment in communities. The CIO group is a superior one as there are a variety of boards and techniques for individuals to reach back together. My team has engaged in an informal IT on IT group, which is an rising assortment of tech agencies who try to act in an identical techniques and Run the equal fashions. everyone of those groups are working to consequence sure that their respective groups are being model showcases of their items. discovering from these distinctive individual experiences has been tremendous as they are everyone in diverse phases of adoption of their sure courses. The terrific minds in the neighborhood gain helped us shape their thinking on their application itself. The best share concerning the neighborhood is that even their rivals are inclined to share guidance because they everyone suppose it is a Great technique to exhibit ITs significance to the enterprise. This subject is a massive agenda particular for many people in the neighborhood as they're still keen on making sure that companies in fact reckon the cost it might probably carry. an extra way they try to breathe a ferment in communities is through a variety of outreach classes inside the company, which I try to breathe energetic in. As CIOs reach collectively at separate activities, discussing what we're doing with their respective enterprise is everyone the time a Great topic.

    high: You came to purple Hat in August 2016. prior to that, you gain been the CIO of McKesson U.S. Pharmaceutical company, which, though a company unit of McKesson, is the size of a Fortune 500 enterprise. are you able to talk concerning the change in way of life going from a greater usual IT arm at a lots better corporation to a smaller one which operates in the IT space?

    Kelly: besides the fact that children the lifestyle I came from became no worse than pink Hat’s, attending to shift gears and in my view reset how I went about my company was a immaculate cultural trade for me. when I came onboard, I made the mindful preference now not to Run the customized playbook that i used to breathe acquainted with. as a substitute, I got down to hearken to the separate cues in my original atmosphere and leverage what I knew from my historical one. one of the main cultural adjustments is that red Hat has the credence that anything is feasible, whereas McKesson stays intensely focused on executing a plan. I believe there are pros and cons to each strategies, and i tried to locate the pros from their strategy. after I got here in, I heard the comic story, "The enterprise will under no circumstances die of starvation, but they might die of indigestion." This was a transparent signal that they had a massive opening in entrance of us and that their hub of attention needed to breathe round giving people simple task that their direction became the proper one. as a result of McKesson is without doubt one of the most useful areas to reach up when it comes to staying concentrated on pile a durable commerce long-time period, i was capable of carry my lessons from there.

    At crimson Hat, while it changed into refreshing to know they could depart off and consequence the rest, it become daunting at the identical time because they had to breathe focused on what they were going to consequence smartly. one more main change is that crimson Hat is a technically-minded enterprise, and coming in, I knew that i used to breathe by no means going to breathe the brightest technical intuition within the commerce by way of any stretch of the creativeness. Coming in, considered one of my exact priorities become picking out how I could most desirable serve that neighborhood and breathe a superior steward for what they had been trying to win performed in every dimension of what they do. The measurement and scale of pink Hat changed into furthermore extraordinarily diverse from where I came from.

    although, fundamentally, the technique of attending to where you want to depart is an identical. In both instances, it includes realizing a way to build durable practices and a mindset around balancing operational excellence and innovation. I gain a saying, "Innovating in an operationally astonishing method," as a result of again and again, first rate ideas win broad extremely quick, and if you aren't cautious about how you need to structure them, which you could create a broad mess for your self. usual, my aim has been to Take heed to the environment that i am in, Take the first rate from my past experiences, and add my special parts to pink Hat's lifestyle.

    high: What had been probably the most methods you used to aid your organization locate its focal point and prioritize? changed into it a question of greater strategic planning or enhanced articulation of the prioritization mechanism, or are there other strategies that you just used to consequence this?

    Kelly: once I came in, i needed to consequence my precise interest in what makes this location tic commonplace, and that i wanted them to understand that i used to breathe going to dig into that to definitely gain in intuition it. once I begun with my team, I asked the essential query of, "What are they here to do?" while there were a wide selection of solutions to the question, there were principal subject matters within the solutions. The main subject matters I heard had been round collaboration, being open, and making bound that every person had a transparent understanding of how selections were made.

    We needed an working framework, so my crew and i sat down and drafted what they thought was a robust statement of purpose, a very superior set of working ideas that supported that statement of goal, and a group of strategic areas of focal point. I determined that making this a good-down decision would now not breathe the most useful strategy, which is what many places will do. in its place, I decided to consequence it more of an open supply challenge. They did that, they opened it up for remark, they posted it internally, and they used their collaboration tools to refine what that observation was. There turned into a broad volume of discussion and wonderful debates, and my best rule changed into that after sixty days, they gain been going to unlock a minimally viable made from what it was. They did this with the dedication that as they grew, advanced, and worked as a group, that they might refine it for this reason.

    searching back, I trust this become a superior step with my crew, and it confirmed that I understood how decisions may breathe made at red Hat. furthermore, I crucial to panoply that I liked the significance of everyone's voice being heard. They produced that, and that i am blissful to pretense that a pair of years in, it continues to breathe there. while we've tweaked it here and there, it has develop into their anchor aspect. when they released it to the company and i took it to the diverse features that i was attending, they always started with the slide asserting, "here's what we're here to do." Having that focus has given everybody readability, and since of that, they gain been able to execute impulsively. essentially the most primary share of everyone of this become making sure that I had every person's voice and that every person noticed themselves in that remark. to date, that has proven to breathe a strong move.

    high: How consequence you espy differentiating the IT arm in an atmosphere the spot there is so lots expertise skill past IT?

    Kelly: they are in a captivating time when it comes to IT’s role within companies, and share of purple Hat's mission is to breathe the default preference for next-era IT. They built a strategy round that, which they convene "The condo" internally since it has a lot of pillars, and up on the suitable of the residence it says, "Be the default option for next-generation IT." When going in the course of the process that they developed with the team, they observed to ourselves, "If it's what we're aiming to be, then they should breathe the next-era of IT."

    achieving this includes taking trust of what is in region today as well as having a watchful eye on what is coming in the future. The premiere approach they differentiate ourselves internally is with the aid of connecting to that and making an attempt to prevail people that they are the class of store that is vigilant of what you should definitely are trying to seek when you depart to your customer. This entails asking the questions: Are you engaged in birthright here actions? How consequence you examine this? How consequence you systematize round this aspect? How consequence you develop your people? as a result of each person has an opinion, they are on distinctive phases of acceptance with distinctive folks, however I believe the customary view is that they are an effective company.

    high: As you look two to a few years out, what are one of the technologies that in particular excite you?

    Kelly: For us, every thing is set open hybrid multi-cloud and the way IT groups will live in that world, which is an exceedingly diverse world from what we're familiar with. here is very loyal for a bona fide commerce as a result of when you are a digital native, it is probably going 2nd nature for you. For us, it reasons us to reckon in another way about every thing. while the want within IT to buy utility and configure it to breathe used will never depart away, there's additionally a need to extol these functions with customized purposes that need to continuously breathe developed.

    we're pile these custom purposes, and they are thinking about containers and microservices. The technical underpinning of a container is a Linux container, which is their bread and butter. they gain the items and features that permit us to strengthen these applications in a means that will furthermore breathe moveable amongst on-prem facts facilities and multi public clouds, which gives an incredible advantage. it's totally entertaining to watch the giant public cloud suppliers strive to distinguish themselves, as is their capacity to construct applications that may leverage everyone of what they consequence neatly in an software that they own. we're putting a pretty superior deal of focus on that to breathe sure that they are not most effective taking the purposes they can buy off the shelf and deploy them to develop and pressure the enterprise, but that we're how they enhance purposes in a means that is redress to the system we're telling their customer. moreover, they want to enhance applications in a means that gives us the surest portability. in case you explore a few years down the street when the universal public cloud suppliers will nevertheless breathe competing and bringing in original products and services, they are looking to breathe able to nevertheless build applications and basically sit down on redress of that that allows you to port as they espy healthy.

    synthetic intelligence and computing device getting to know are exciting subject matters for us, each from a company software and a knowledge analytics viewpoint. as a result of we're a application business, we're at everyone times looking for ways to Use expertise to power more desirable operating efficiencies within the company in ways in which permit us to Take mundane jobs off the desk.

    finally, they are focused on IT automation. we've an outstanding product known as Ansible, which we've deployed closely everyone through their IT firm to the spot they can automate outstanding strategies, Take unnecessary labor out, and anticipate concerns more constantly than they might gain devoid of it.

    Peter high is President of Metis method, a business and IT advisory enterprise. His latest ebook is imposing World class IT method. he's additionally the creator of World category IT: Why companies succeed When IT Triumphs. Peter moderates the discussion board on World classification IT podcast collection. He speaks at conferences everyone over the world. comply with him on Twitter @PeterAHigh.


    000-071 xSeries Technical Principles

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    Database Administration: Creating the Database Environment | killexams.com existent questions and Pass4sure dumps

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

    This chapter is from the book 

    One of the primary tasks associated with the job of DBA is the process of choosing and installing a DBMS. Unfortunately, many commerce executives and IT professionals without database management background assume that once the DBMS is installed, the bulk of the work is done. The truth is, choosing and installing the DBMS is hardly the most difficult share of a DBA’s job. Establishing a usable database environment requires a Great deal of skill, knowledge, and consideration. This chapter will profile 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 large players.

    Yet, large and medium-size organizations typically Run multiple DBMS products, from as few as two to as many as ten. For example, it is not uncommon for a large company to Use 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 everyone these DBMSs and why?

    Unfortunately, often the respond is that not much thought and planning went into the decision-making process. Sometimes the decision to purchase and install a original DBMS is driven by a commerce need or a original 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 original DBMS is often viewed as a requirement for a original application. Sometimes a original DBMS product is purchased and installed without first examining if the application could breathe successfully implemented using an existing DBMS. Or, more likely, the DBAs know the application can breathe implemented using an existing DBMS but lack the organizational power or support to reject a original DBMS proposal.

    There are other reasons for the existence of multiple DBMS platforms in a single organization. Perhaps the company purchased a commercial off-the-shelf application package that does not Run on any of the current DBMS platforms. Sometimes the decision to buy a original DBMS is driven by the want to support the latest and greatest technology. For example, many mainframe shops moving 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 breathe difficult because of incompatibilities among the different DBMSs and the necessity of converting application code. Furthermore, when a original DBMS is installed, feeble applications and databases are usually not migrated to it. The feeble DBMS remains and must continue to breathe supported. This complicates the DBA’s job.

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

    Choosing a DBMS

    The DBA group should set a policy regarding the DBMS products to breathe 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, pick a default DBMS for the platform. dispirit aberration from the default unless a compelling commerce case exists—a commerce case that passes the technical inspection of the DBA group.

    Most of the major DBMS products gain 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 pick a DBMS based solely on its talent to support a specific feature.

    When choosing a DBMS, it is wise 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 depart wrong with DB2 or Oracle. Both are accepted and support just about any type of database. Another major player is Microsoft SQL Server, but only for Windows platforms. DB2 and Oracle Run on multiple platforms ranging from mainframe to UNIX, as well as Windows and even handheld devices. Choosing a DBMS other than these three should breathe 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 broad three reach MySQL, Sybase, Teradata, and Informix. Table 2.2 lists these tier-2 DBMS vendors. everyone of these offerings are trait 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 broad Three (IBM, Oracle, and Microsoft), so there is some risk in choosing a DBMS from tier 2 instead of tier 1. However, there may breathe solid reasons for deploying a tier-2 solution, such as the high 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, sure predefined needs, and niche roles. If your company is heavily into the open-source software movement, PostgreSQL, EnterpriseDB, or MySQL might breathe viable options. If an demur DBMS is primary for a specific project, you might reckon 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 sure features that consequence 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 consequence not want it to sound as if the selection of a DBMS is a no-brainer. You will need a strategy and a map for selecting the preempt DBMS for your specific situation. When choosing a DBMS, breathe sure to reckon each of these factors:

  • Operating system support. Does the DBMS support the operating systems in Use at your organization, including the versions that you are currently using and map on using?
  • Type of organization. Take into consideration the corporate philosophy when you pick a DBMS. Some organizations are very conservative and fancy to withhold a tight rein on their environments; these organizations tend to gravitate toward traditional mainframe environments. Government operations, fiscal institutions, and insurance and health companies usually tend to breathe conservative. More-liberal organizations are often willing to reckon alternative architectures. It is not uncommon for manufacturing companies, dot-coms, and universities to breathe less conservative. Finally, some companies just consequence not trust Windows as a mission-critical environment and prefer to Use 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 breathe 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 breathe useful as a broad indicator of database performance but should not breathe the only determinant when selecting a DBMS. Many of the TPC benchmarks are Run 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 exhibit original 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 large 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 comprise 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 commerce 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 fulfill 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 decision support benchmark consisting of a suite of business-oriented ad hoc queries and concurrent data modifications
  • TPC-E, an updated OLTP workload (based on fiscal transaction processing)
  • Additional information and in-depth definitions of these benchmarks can breathe organize 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? reckon 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 charge wildly varying prices for their technology. Total cost of ownership should breathe 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 original version? Some vendors gain rapid release cycles, with original releases coming out every 12 to 18 months. This can breathe superior 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 breathe difficult to support. A rapid release cycle will cause conservative organizations either to upgrade more frequently than they would fancy or to live with outdated DBMS software that is unlikely to gain the identical plane 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? Speak with current users to elicit issues and concerns you may gain overlooked. How is support? Does the vendor respond well to problems? consequence things generally work as advertised? Are there a lot of bug fixes that must breathe applied continuously? What is the trait of original releases? These questions can breathe answered only by the folks in the trenches.
  • When choosing a DBMS, breathe sure to Take into account the complexity of the products. DBMS software is very tangled and is getting more tangled with each original release. Functionality that used to breathe 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 map for and support everyone the features of the DBMS. Even if there is no current requirement for sure features, once you implement the DBMS the programmers and developers will find a intuition to Use just about anything the vendor threw into it. It is better to map and breathe prepared than to allow features to breathe used without a map 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 preference or poorly implemented component of the overall architecture can cause impecunious 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 commerce and IT experts, rather than a single person or group, should consequence the final architecture decision. commerce experts should comprise representatives from various departments, as well as from accounting and legal for software compress 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 breathe included in this team.

    Furthermore, breathe sure that the DBMS you select is preempt for the nature and type of processing you map to implement. Four levels of DBMS architecture are available: enterprise, departmental, personal, and mobile.

    An enterprise DBMS is designed for scalability and high performance. An enterprise DBMS must breathe capable of supporting very large databases, a large 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 everyone 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 small 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 breathe 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 single 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 furthermore 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 pick a personal DBMS for a departmental or enterprise solution. However, consequence not breathe lured by the low cost. A personal DBMS product is suitable only for very small-scale projects and should never breathe 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 breathe ill suited for other uses. For example, a personal DBMS is not designed for multiple users, and an enterprise DBMS is generally too tangled for single users. breathe sure to understand the differences among enterprise, departmental, personal, and mobile DBMS software, and pick the preempt DBMS for your specific data-processing needs. You may need to pick multiple DBMS types—that is, a DBMS for each level—with usage determined by the needs of each progress project.

    If your organization requires DBMS solutions at different levels, favor the selection of a group of DBMS solutions from the identical 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 Use 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 consequence a superior job of describing the nature of the architecture—at least at a high 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 breathe dynamically transferred to another system in the cluster. The main odds of shared-nothing clustering is scalability. In theory, a shared-nothing multiprocessor can scale up to thousands of processors because they consequence not interfere with one another—nothing is shared.

    In a shared-disk environment, everyone the connected systems share the identical disk devices, as shown in pattern 2.4. Each processor still has its own private memory, but everyone the processors can directly address everyone 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 large processors—are capable of processing enormous volumes of work. Great benefits can breathe obtained with only a few clustered mainframes, while many PC and midrange processors would need to breathe 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 weighty 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 weighty read environment

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

    Data need not breathe 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 profit of clustering is the enhanced availability that accrues by combining processors. In some cases, clustering can relieve an enterprise to achieve five-nines (99.999 percent) availability. Additionally, clustering can breathe used for load balancing and failover.

    DBMS Proliferation

    As a rule of thumb, create a policy (or at least some simple guidelines) that must breathe followed before a original DBMS can breathe brought into the organization. Failure to consequence so can cause a proliferation of different DBMS products that will breathe difficult to support. It can furthermore cause confusion regarding which DBMS to Use for which progress effort.

    As mentioned earlier, there is a plethora of DBMS vendors, each touting its benefits. As a DBA, you will breathe 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 return on investment (ROI) can breathe demonstrated. Even when confronted with valid reasons and superior ROI, breathe sure to double-check the arguments and ROI calculations. Sometimes the reasons specified are outdated and the ROI figures consequence not Take everything into account—such as the additional cost of administration.

    Remember, every DBMS requires database administration support. Moreover, each DBMS uses different methods to fulfill 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 share of the equation. The hardware and operating system on which the DBMS will Run will greatly impact 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 turn will probably exceed a Dell server running Windows. That is not to snort everything should Run on a mainframe; other issues such as cost, experience, manageability, and the needs of the applications to breathe developed must breathe considered. The bottom line is that you must breathe sure 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 small to medium-size businesses. A cloud implementation can breathe 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 return 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 commerce instead of their computing environment.

    By consolidating data sources in the cloud, it is workable to ameliorate collaboration among partners, arm 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 sample 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 engage 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 hub (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 convene 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 trust upon minimal technology and limited medical support. Working from a hospital without so much as its own telephone to provide trust for patients, he has often performed life-saving diagnoses and procedures without proper paraphernalia or specialized expertise. Lacking a communications system that could accept email attachments, relieve 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 way to reverence the reminiscence of a immediate 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 furthermore established the Navy's first integrated Telemedicine Office at the National Naval Medical hub in Bethesda, MD, prior to joining IBM. Dr. Bakalar is furthermore 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 plane of medical trust and standard 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 role 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 talent to share medical data quickly and easily will breathe a life saver for their residents," said Dr. Van der Merwe. "By joining forces, IBM, Beacon Equity Partners, Medweb and UPMC gain not only created the capability to bring critical, patient-centric trust to their remote island, but furthermore to other far 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 convene because of the limited means of getting to the island), fiscal 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 relieve desk services.

    -- University of Pittsburgh Medical Center: With its widely recognized sustain in telemedicine in the U.S. and abroad, UPMC volunteered to relieve map 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 Use in more nations than any other.

    "Connecting the most remote inhabited spot on the kisser of the earth, Tristan da Cunha, to advanced medical trust in existent time and over the Internet is proof that the world is really flat. This is a broad 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 workable to monitor a patient's heart and remotely change the setting on a pacemaker or consequence a tangled fracture diagnoses over a satellite Internet connection -- even in an environment where the closest advanced trust via a ship would otherwise gain taken a week to reach the Island and another to return to the mainland for care."

    In dedicating Project Tristan to the reminiscence 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 impact around the world. "Thomas had enormous energy and enthusiasm for reaching out to others," said Ed Mullen. "It is in reminiscence 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 ameliorate 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 consequence of expensing share-based compensation, compared with diluted earnings on a similar basis of $.79 per share in the first quarter of 2004, an augment 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 augment 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 aim 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 fiscal Accounting Standards (SFAS) No. 123(R), "Share- based Payments."

    Samuel J. Palmisano, IBM chairman and chief executive officer, said: "After a strong start, they had vicissitude 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 everyone of their goals for the quarter. Middleware software and midrange systems results were solid, and they grew significantly in commerce 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 preempt 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 augment 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 Small 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, commerce 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 commerce 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 augment in pSeries UNIX servers, which is expected to gain market share in the first quarter, and an 8 percent augment 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 immediate in the second-quarter 2005.

    Revenues from Software were $3.6 billion, an augment of 2 percent (flat, adjusting for currency) compared with the first quarter of 2004. Revenues from IBM's middleware brands, which comprise 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' talent to manage a wide variety of commerce 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 knowledge management, increased 11 percent. Revenues from Rational software (integrated progress 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 obscene profit margin from continuing operations was 36.0 percent in the 2005 first quarter, which includes the consequence 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 augment 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, progress 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 progress 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 identical age final 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 identical age 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 equilibrium sheet remains strong, and the company is well positioned to Take odds 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 quit 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 acceptation 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 vary 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 application to provide investors with additional information regarding the company's results as determined by generally accepted accounting principles (GAAP), the company has furthermore 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 Use of non-GAAP measures is included as share 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 breathe included in a subsequent filing of a form 8-K with the SEC.

    Conference convene and Webcast

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

    Financial Results Attached

    INTERNATIONAL commerce MACHINES CORPORATION COMPARATIVE fiscal 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% obscene profit margin 24.3% 23.7% Hardware 6,749 6,735 0.2% obscene profit margin 27.5% 26.5% Software 3,551 3,466 2.4% obscene profit margin 86.4% 85.9% Global Financing 580 662 -12.5% obscene profit margin 54.2% 60.5% Enterprise Investments/ Other 332 288 15.2% obscene profit margin 52.5% 39.5% TOTAL REVENUE 22,908 22,175 3.3% GROSS PROFIT 8,254 7,892 4.6% obscene 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 fiscal results to comprise the impact of share-based compensation expense. ** Does not total due to rounding. INTERNATIONAL commerce MACHINES CORPORATION CONSOLIDATED STATEMENT OF fiscal 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 fiscal position to comprise the impact of share-based compensation expense. INTERNATIONAL commerce 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 fiscal results to comprise the impact of share-based compensation expense.


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