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A2010-501 Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation

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A2010-501 exam Dumps Source : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation

Test Code : A2010-501
Test denomination : Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation
Vendor denomination : IBM
: 167 true Questions

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IBM Accessment: IBM Maximo Asset

Ontracks Consulting Takes suitable IBM Maximo Reseller Title….again | true Questions and Pass4sure dumps

Edmonton, Canada, February 05, 2019 --( Ontracks Consulting has solidified its location as a premier IBM accomplice, once once again being named the #1 Reseller of IBM Maximo EAM utility in North the united states. here's the fourth time over the past 5 years that Ontracks has been so honoured.

a number one Maximo implementer and an IBM Platinum degree enterprise associate, Ontracks Consulting has been offering asset management implementation functions for over a decade. This company achievement has its roots within the common company way of life. It highlights the brought expense that Ontracks continues to deliver to its shoppers as smartly because the success of the firm's consumer-focused philosophy.

“We’re very pleased to subsist once again subsist recognized for as the main reseller of IBM Maximo,” says Craig Mackenzie, essential at Ontracks Consulting. “This achievement confirms their dedication to retaining the optimum stage of competency with IBM Maximo and the complicated work and dedication of their whole crew.”

On the accomplishment, IBM’s Industrial Channel leader Matt Simons remarks, "As they evaluate their associate ecosystem you recognize at once which companions own the DNA to subsist a hit: first-class of individuals, trade competencies, notion chief, skill to collaborate, and so forth. or not it's evident that Ontracks possesses these characteristics by means of as soon as again being their excellent Maximo reseller in North the united states for the fourth time in 5 years. What an accomplishment!"

About Ontracks Consulting

Ontracks Consulting is a number one implementer of IBM’s commerce Asset management product Maximo and operational evolution enterprise, working with purchasers total over to extend their operational performance. Ontracks specializes in delivering commercial enterprise implementations and assisting their consumers know tangible and sustainable operational advancements.

IBM Maximo placed in Leaders Quadrant for 3 commercial enterprise Asset administration Industries | true Questions and Pass4sure dumps

source: IBM

September 27, 2007 13:fifty nine ET

studies cover power era, Transmission and Distribution and Manufacturing

ARMONK, unique york--(Marketwire - September 27, 2007) - IBM (NYSE: IBM) today introduced that Gartner Inc. has located IBM's Maximo asset management respond within the leaders quadrant in three of its studies, together with the "Magic Quadrant for commerce Asset administration for Manufacturing, 2007," "Magic Quadrant for commercial enterprise Asset administration for Transmission and Distribution, 2007," and "Magic Quadrant for energy-producing EAM utility, 2007.(1)"

Gartner evaluates companies in its Magic Quadrant on "Completeness of vision" and "means to Execute."

In each and every of the studies, the analyst company qualifies leaders as having a world presence, a gigantic installed groundwork in each and every of the areas being evaluated, and "a blend of wealthy aspects together with: performance, interfaces to different ERP applications and a competent and international implementation accomplice community."

IBM Maximo is a collection of software products that helps valued clientele manage their enterprise belongings -- including planning, procurement, deployment, monitoring, maintenance and retirement -- via a web-architected platform. With valued clientele in a mess of industries, from packaged goods to ponderous manufacturing and oil and gas construction, IBM Maximo is designed to enrich production reliability, labor effectivity, fabric optimization, software license compliance, hire administration, guarantee and service administration and provisioning across a corporation's belongings.

"we're extremely joyous with Maximo's most concurrent positioning in Gartner's commerce EAM Magic Quadrant reviews," mentioned Jack young, vice chairman, Maximo development, IBM Tivoli application. "With the seat of attention on selected industries, they believe these reviews spotlight Maximo's skill to fulfill a large election of necessities in accordance with their understanding of and commitment to solving the challenges their customers face. With the substances they own now been able to add to their construction and implementations groups, they are confident Maximo will continue to subsist a number one solution for a variety EAM markets."

The Gartner reports consist of a market description for enterprise Asset management (EAM) solutions, mentioning, "EAM functionality advanced from the CMMS purposes that embody work and substances management for fault restoration, balanced preventive upkeep and service actions, and from the work administration functions that catered to reactive, brief term work planning bobbing up from consumer or failure necessities. An EAM respond contains work order advent, planned maintenance, maintenance background, MRO inventory and procurement, as well as equipment, component and asset monitoring for equipment. In its most-developed form, the functionality is extended by means of the addition of primary economic administration modules, comparable to accounts payable, charge recording in ledgers, and human aid administration for rostering and skill recording."

About IBM

For greater counsel on IBM, gratify hunt counsel from more information on IBM's Maximo may besides subsist discovered at

Maximo® is a registered trademark of IBM, Inc.

(1) Magic Quadrant for commercial enterprise Asset management for Manufacturing, 2007. Dan Miklovic, Kristian Steenstrup Magic Quadrant for enterprise Asset management for Transmission and Distribution, 2007. Kristian Steenstrup, Dan Miklovic Magic Quadrant for power-producing EAM application, 2007. Kristian Steenstrup, Dan Miklovic

The Magic Quadrant is copyrighted 2007, by Gartner Inc. and is reused with permission. Gartner's permission to print its Magic Quadrant should now not subsist deemed to subsist an endorsement of any company or product depicted within the quadrant. The Magic Quadrant is Gartner's opinion and is an analytical illustration of a marketplace at and for a particular time length. It measures providers against Gartner-described criteria for a industry. The positioning of providers within a Magic Quadrant is in response to the complicated interaction of many elements. well-recommended supplier alternative selections should count on greater than a Magic Quadrant. Gartner research is intended to subsist one of many suggestions sources and the reader should now not trust completely on the Magic Quadrant for decision-making. Gartner expressly disclaims total warranties, specific or implied of fitness of this analysis for a selected intention.

IBM Releases version 7.1 of Maximo Asset administration | true Questions and Pass4sure dumps

IBM Releases edition 7.1 of Maximo Asset management

newest version facets increased support for linear property

  • by Gladys Rama
  • 05/29/2008
  • IBM remaining week launched version 7.1 of its Maximo Asset administration product that contains improved aid for linear property in addition to stronger capabilities for lifecycle and upkeep management.

    This latest edition become designed to subsist mainly a pleasurable option for industries that "cope with the requirement to control vital property that are a fragment of a disbursed gadget," such because the railroad and utility industries, the company pointed out in a statement.

    via a single SOA platform, clients are capable of automate the administration of distinctive assets, reducing the exigency to own varied asset management techniques.

    edition 7.1 additionally includes unique reporting, work-order monitoring, and work management capabilities. It points a brand unique user interface that's without problems configurable "and not using a particular working towards," the commerce mentioned, in addition to compliance and possibility management equipment.

    "With this latest release ... IBM is constructing on the legacy of Maximo and it subsist commitment to the EAM [enterprise asset management] market," talked about bill Sawyer, vice president of Maximo operations for IBM Tivoli, in a organized statement. "The additional IBM supplies, within the sort of developers, application engineers and commerce experts, which own been in a position to add to the Maximo 7.1 structure exertion supposed providing to their clients a extra comprehensive providing."

    Maximo Asset management necessities, a leaner, less function-stuffed version of the product designed for "smaller implementations," is besides accessible. fade to for extra tips.

    about the author

    Gladys Rama is the senior website producer for, and

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    Accessment: IBM Maximo Asset Management V7.5 Infrastructure Implementation

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    VA pecuniary management system: FLITE delayed | true questions and Pass4sure dumps

    VA pecuniary management system: FLITE delayed
  • By William Jackson
  • Dec 02, 2009
  • The Veterans Affairs department has let the pilot program of a unique asset management system slip by two months, just five months since the agency awarded the contract, according to a unique report by the Government Accountability Office. GAO attributed the problems to inadequate staffing and destitute program management. 

    In the report, GAO blamed universal Dynamics, the contractor, for falling behind schedule.

    The VA awarded the shrink for the Strategic Asset Management system in April to universal Dynamics in April. The system is one of two major components of VA's pecuniary and Logistics Integrated Technology Enterprise (FLITE), an exertion to yield a department-wide integrated pecuniary and asset management system. FLITE is one of the programs that the Office of Management and Budget has designated lofty risk.

    The second component is the Integrated pecuniary Accounting System (IFAS). VA awarded a program management shrink for IFAS to Booz-Allen Hamilton in March, and a pilot for that system is scheduled to initiate in 2010.

    The VA is the second largest federal agency, with 250,000 employees. The Veterans Health Administration operates 154 hospitals, 995 outpatient clinics, 135 community animated centers, 49 residential rehab centers and 232 counseling centers. But it is plagued with inefficient and unstandardized commerce systems that require repeated manual entries, GAO said.

    “VA has for over a decade been pursuing improvements in its commerce processes and replacement of its existing pecuniary and asset management systems with an integrated pecuniary management system,” GAO said.

    The want of an integrated pecuniary management system has been recognized as a departmental weakness since 1991, and FLITE is the second attempt to provide one. Work on the earlier proposed Core pecuniary and Logistics System began in 1998 and was scheduled to subsist completed in 2006, but the agency dropped the program in 2004 when pilot projects revealed it would subsist unable to support the department’s needs.

    Planning for FLITE began in 2005, with replete operational implementation scheduled for 2014 at a cost of $608.7 million. As of September, the VA had spent about $91 million on the program.

    The department picked the Maximo Enterprise Asset Management software suite from IBM as FLITE’s Strategic Asset Management (SAM) program, and universal Dynamics IT was given the shrink to implement at pilot in Milwaukee. By September, the contractor had not started 11 of 34 tasks, including a security assessment, and was behind schedule on 16 of the remaining 23 tasks, GAO said.

    “VA attributed the [delays] to a shortage of FLITE program office human capital resources and destitute project management by the contractor,” GAO said. According to the program director, the program did not own the personnel it needed during the initial months of the SAM pilot project to provide the contractor with the information it needed.

    The GAO famed that the department has made improvements in FLITE management, filling some vacant positions. But, “while VA has recently taken steps to address the staffing shortages that own substantially contributed to this delay, it has not yet fully established the management capability necessary for FLITE to subsist successful,” the report said. “The department is faced with significant challenges in implementing FLITE’s pilot systems as planned, while simultaneously working to fully establish program management capabilities.”

    The department has agreed with GAO on steps needed to allot FLITE on a more secure footing:

    •Improve the reliability of the program cost assess by ensuring that the assess includes system operations and maintenance costs and that the assess is reconciled with the independent cost estimate.

    •Improve the reliability of program earned value management reporting by ensuring that contractor earned value management systems comply with industry standards.

    •Complete a revised integrated master schedule that includes total key program activities, including reconciliation of the program cost assess and implementation of earned value management, and identifies total resources and dependencies.

    •Ensure that total germane and applicable federal pecuniary management system requirements are included in FLITE’s requirements and establish and maintain requirements traceability.

    •Ensure that total comments from independent verification and validation reviews are addressed.

    About the Author

    William Jackson is a Maryland-based freelance writer.

    ERP Drives Parivartan at HPCL | true questions and Pass4sure dumps


    Ever since the government of India announced deregulation of the oil industry in 2002, HPCL had undertaken a commerce Process Reengineering (BPR) study to ready the oraganisation for post deregulation market conditions. They had to subsist prepared to remove on the Shells and the Exons of the world, said Nishi Vasudeva, executive director (IS) of HPCL.

    One of the major recommendations of the BPR was the implementation of a world class ERP system, she said. The implementation of the ERP system would enable the corporation to meet the challenges of the emerging market scenario.

    Project Parivartan is HPCL’s initiative to implement Oracle s JD Edwards EnterpriseOne, an ERP solution. The implementation covers total the modules of the ERP software viz. sales & distribution, manufacturing, finance and HR. Customised modules to suit HPCL processes own been developed for employee compensation & benefits and besides payroll and both integrated with finance and HR modules of the software.

    Team set up and implementation partner

    A multi functional team of 25 officers drawn from various functional departments was set up for undergoing circumstantial training on the JDEdwards ERP system and remove up the implementation across the corporation, in 2000-01. This team strength was augmented over time especially in the rollout phase.

    After completion of the training, the team documented the As-Is processes of the corporation. The implementation confederate was selected from the consulting partners of JDEdwards. The shrink for the Conference play Prototype (CRM) and pilot implementation was awarded to Capgemini and Ernst & Young,.

    CRP and pilot roll out

    The pilot implementation project was divided into various phases.

    * Validation of as-IS processes

    * Finalization of the technical architecture and the hardware/software requirements

    * Finalization of interfaces/customizations

    * Configuration & testing of the Conference play Prototype (CRP) for commerce processes of the Corporation

    * Roll out at the pilot locations

    Based on the technical architecture, the corporation parallely placed the order for the architecture components and set up the data centre at Mumbai.

    The implementation at pilot locations was preceded by comprehensive simulation & testing of the solution by structure a CRM. total HPCL commerce processes were simulated and tested here. The configuration & set-ups of the software were perfected to achieve the desired commerce results from the software solution. At the completion of the CRP angle a model for implementation of the JDEdwards software across total the locations was in place.

    A customised module was developed for compensation & benefits and employee payroll which was integrated to the core finance and HR modules.

    The pilot locations were selected to depict every type of location in HPCL. Hence, a refinery, lube manufacturing plant, depot, terminal, LPG plant, regional offices of retail, direct sales & LPG SBU, aviation service facilities were chosen as pilot locations, said Vasudeva.

    The first pilot location went live in Feb 2003, and the other specified locations went live by July 2003. Based on the learnings, a standardised template was refined so that it could subsist rolled out across total the locations.

    Roll out across the corporation

    As HPCL has a national presence, it was significant to determine the path for the ERP rollout. Several commerce processes were analysed for determining the points affecting the process scrutinize & a circumstantial roll out plot for implementation across total locations of the corporation was prepared. It was thought prudent that the roll out should follow the analytic movement of the product. Thus, the ERP roll out started with locations in and around Mumbai, followed by other Maharashtra and Gujarat locations, and finally, covered the entire footprint of total 400 locations.

    Before roll out, each location went through change readiness assessment exercise, said Vasudeva. The central team visited the location to assess the infrastructure, communication tackle as well as acceptance of the unique system by the location workforce.

    Workshops were held with the officers and the staff to clarify the rationale of the unique system and remove them on board in the whole exercise. “We had made a short film depicting salient features of Project Parivartan. The film besides contained messages from the top management including one from the chairman & managing director. This helped ameliorate credibility of the initiative as besides it helped employees understand their role it. They had roped Boman Irani as the narrator,” she said.

    Even though the system was tested in the conference play prototype, at each location, the system was allot through further tests using location specific data. This testing was done by the users themselves under the guidance of the implementation team. This helped achieved twin objective of increasing aplomb of the users in the system and preparing the users for actual working on the system. Typically, the implementation team would subsist at the location one month prior to go-live. It would carry out the set-ups & testing as described above, train the users during the month. The first of the next month, the system would fade live. A fragment of the implementation team would proceed to the next location to restate this cycle. The other fragment of the team would subsist left behind to support the users in case of any problems in working with the unique system.

    HPCL took up the roll out across the locations from August 2003 based on the roll out plan. Every month a set of locations were taken up for roll out. Number of locations to subsist taken up each month depended on the type of locations, requirements of team size/composition, coexistence issues etc. The entire roll out was completed without any delay.

    Change management

    A change management programme was allot in dwelling to facilitate a smooth transition for the employees.

    The first shape of communication was spearheaded through Parivartan News, a newsletter informing stakeholders about the project, and developments. The corporation besides encouraged pilot location visits, and conducted readiness surveys. The HR department organised basic computer training programmes.

    Champions were identified for the pilots. A champion was normally a senior person who would champion the Parivartan cause among peers, and subsist a one-point contact between the management and the employees. Competitions were organised for the best pilot.A few quick win solutions such as SMS messages to the dealers/distributors were implemented to extend the visibility of the system.

    Extensive training was imparted to the potential users of the system. Some of the users were given end-to-end process training for an in-depth understanding of the system. This enabled them to discharge the role of Key Users to provide support to the other users at the location.

    Comprehensive training imparted to the users during the implementation at any site is still being followed by refresher courses from time to time, said Vasudeva. Over 3000 man days of training own been provided during the eventual year to the halt users of the system covering the functional and operational areas of the system. Apart from the traditional modes of class play training, some innovative technologies enjoy remote e-training own been used that own been organize to subsist very efficacious in quickly reaching to the users across the length and breadth of the country.

    Now, the ERP system is in dwelling in every location. The system helps the conclusion makers at various levels in taking timely commerce decisions based on on-line & accurate information that is available from the system. Standardization of commerce processes in the system has resulted in better management control. Cost of operations can subsist tracked easily in the system which helps the managers in controlling them. The system has contributed to substantially reducing the time taken for closing the quarterly, half yearly and annual accounts.

    It has been interfaced with Maximo maintenance management systems at the refineries, and has been interfaced with the automation system at the marketing locations, electronic weighbridges for weight based loading of bitumen, FO and LPG tank trucks. These interfaces own made the operations simple and reduced the human intervention reducing human errors. The number of locations where the interface has been implemented is being increased as more and more terminals and depots are automated.

    A state-of-the-art data centre in the Head Office at Mumbai hosts IBM enterprise servers which manage the entire data and applications in a centralised architecture. The connectivity to the locations has been established by using various available communication channels such as leased lines, VSATs, radio links, ISDN, VPN and dial-ups. A separate Data Centre has been set up in Hyderabad for providing a back-up in the event of any physical contingency to the primary site. This DRC mirrors the main server and would subsist in a position to remove over in case of any catastrophe at the primary site as well as to enable any maintenance shutdown to the server.

    New initiatives in Parivartan

    A legion of IT-enabled solutions could subsist developed based on the foundation of the ERP system. The availability of on-line and true time information in these systems enables speedy conclusion making, improved responsiveness, reduced cycle times and could ameliorate customer service. ERP platform besides enables evolution of true time interfaces to the IT enabled systems of their various commerce partners. Various such unique initiatives own been implemented and sustained efforts continue to bring in more of these to reality.

    E-banking initiative has been expanded to cover total payments to outside parties including vendors, contractors and employees. They own tied up with multiple banks to proffer the service to the various categories of payees. E-payment has been rolled out to total locations, i.e. zonal offices, refineries, Marketing & Corporate HQOs. Payment information flows seamlessly as ERP server communicates directly with the bank servers. The payment is effected by the bank through ECS, account transfer, EFT or by cheque. e-payment is helping the Corporation to bring about transparency in the payment process and besides ensure timely payment to total vendors.

    A customer portal is being maintained which provides complete visibility to the direct customers, dealers & distributors on their transactions with the corporation. It is being enhanced to provide a two way interface wherein the customer, in addition to seeing information, is besides able to dwelling indents for products.

    A portal for the transporters has been rolled out during the year to enable the transport contractors to access information pertaining to their transactions with the Corporation. A number of work tide based applications own been implemented for employee self service so as to speed up the process of benefits administration. Capital budgeting process for Non-plan projects has been captured in the system through workflow based application.

    In the area of procurement, the platform provided by the ERP system is being used for bringing in transparency. System for on-line vendor registration of vendors through the Internet has been implemented. Similarly the system of hosting of tenders on the internet has besides been implemented. The corporation has completed a pilot for e-procurement which would gradually subsist expanded to cover procurement of a wider range of products and services.

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    ACT [1 Certification Exam(s) ]
    Admission-Tests [13 Certification Exam(s) ]
    ADOBE [93 Certification Exam(s) ]
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    AICPA [2 Certification Exam(s) ]
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    PMI [15 Certification Exam(s) ]
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    PostgreSQL-CE [1 Certification Exam(s) ]
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    Riverbed [8 Certification Exam(s) ]
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    SASInstitute [15 Certification Exam(s) ]
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    SCO [10 Certification Exam(s) ]
    SCP [6 Certification Exam(s) ]
    SDI [3 Certification Exam(s) ]
    See-Beyond [1 Certification Exam(s) ]
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    SpringSource [1 Certification Exam(s) ]
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    Teacher-Certification [4 Certification Exam(s) ]
    The-Open-Group [8 Certification Exam(s) ]
    TIA [3 Certification Exam(s) ]
    Tibco [18 Certification Exam(s) ]
    Trainers [3 Certification Exam(s) ]
    Trend [1 Certification Exam(s) ]
    TruSecure [1 Certification Exam(s) ]
    USMLE [1 Certification Exam(s) ]
    VCE [6 Certification Exam(s) ]
    Veeam [2 Certification Exam(s) ]
    Veritas [33 Certification Exam(s) ]
    Vmware [58 Certification Exam(s) ]
    Wonderlic [2 Certification Exam(s) ]
    Worldatwork [2 Certification Exam(s) ]
    XML-Master [3 Certification Exam(s) ]
    Zend [6 Certification Exam(s) ]

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